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In the present research, we examine the relation between leader mindfulness and employee performance through the lenses of organizational justice and leader-member relations. We hypothesize that employees of more mindful leaders view their relations as being of higher leader-member exchange (LMX) quality. We further hypothesize two mediating mechanisms of this relation: increased interpersonal justice and reduced employee stress. In other words, we posit that employees of more mindful leaders feel treated with greater respect and experience less stress. Finally, we predict that LMX quality serves as a mediator linking leader mindfulness to employee performance—defined in terms of both in-role and extra-role performance. Across two field studies of triadic leader-employee-peer data (Study 1) and dyadic leader-employee data (Study 2), we find support for this sequential mediation model. We discuss implications for theorizing on leadership, organizational justice, business ethics, LMX, and mindfulness, as well as practical implications.

From the perspective of the integrative model of organizational trust, this study proposes a multi-level model for whether, how, and when differentiated empowering leadership influences followers' trust in leaders and their work outcomes. Drawing on a sample of 372 followers from 97 teams in China, it was found that the negative effect of differentiated empowering leadership on followers' trust in leaders became salient when followers' Chinese traditionality was low. Moreover, followers' trust in leaders mediated the effect of differentiated empowering leadership and Chinese traditionality on followers' in-role performance, extra-role performance, and counterproductive work behaviors toward the organization. These findings have implications for managerial theory and practice in the domains of trust and differentiated empowering leadership.

Purpose This study aims to investigate the influence of illegitimate tasks on frontline hospitality employees’ in-role and extra-role performance via the mediating role of thriving at work and the moderating role of work centrality. Design/methodology/approach Survey data were collected from 264 supervisor–subordinate pairs from three hotels in Jiangsu, China and analyzed using structural equation modeling. Findings Illegitimate tasks negatively affected hospitality employees’ in-role and extra-role performance by inhibiting thriving at work. In addition, work centrality strengthened the impact of illegitimate tasks on thriving at work and their indirect effect on in-role and extra-role performance via reduced thriving at work. Practical implications First, managers should avoid assignment of unnecessary tasks. However, many tasks that could be viewed as illegitimate must still be performed; the results demonstrate that managers must be mindful of how such tasks are assigned and to whom, and should take steps to minimize and/or manage potential negative reactions to illegitimate tasks. Originality/value This study enriches the illegitimate tasks literature by examining its influence on the frontline hospitality employees’ in-role and extra-role performance and highlights a novel mediating mechanism linking illegitimate tasks and employee performance using conservation of resource theory. In addition, this reveals the novel moderating effect of work centrality.

The present study sought to establish and verify a mediating model to investigate the different effects of supervisor negative feedback on subordinate in-role and extra-role performance, and the mediating role of prevention focus in these relationships. A three-wave survey research design was applied to collect data from 356 Chinese employees and their immediate supervisors working at two manufacturing companies. Structural equation model was used to test the research hypotheses. The results indicated that supervisor negative feedback was positively correlated with subordinate prevention focus and in-role performance, but negatively correlated with extra-role performance. Additionally, prevention focus partially mediated the relationship between supervisor negative feedback and subordinate in-role performance, but did not mediate the relationship between supervisor negative feedback and subordinate extra-role performance. These results demonstrate the importance of supervisor feedback in affecting their subordinate regulatory focus, in-role performance and extra-role performance.

Purpose The purpose of this study is to explore salesperson empathy and the moderating impact of positive/negative affect on a salesperson’s listening and adaptive selling behaviors. It also seeks to identify whether and how empathy influences performance. Design/methodology/approach The study’s hypothesis was analyzed using data collected from business-to-business salespeople working for a manufacturing firm. A partial least squares analysis was used to test the study’s proposed hypotheses. Findings The results of this study show that empathy and the moderating role of positive affect foster desirable sales behaviors (listening and adaptive selling behaviors) that subsequently enhance in-role (expected) and extra-role (discretionary) performance. Originality/value Contributions from the findings enhance the literature through its consideration of how the direct effect of empathy on sales behaviors (a salesperson’s listening and adapting selling behavior) is moderated by the salesperson’s positive and negative affect and how sales behaviors impact final sales outcomes (in-role and extra-role performance).

Drawing on conservation resources theory, this study examined the relationships between customer incivility, supervisor incivility, and job performance. The study also investigated the mediating role of psychological distress and the moderating role of mindfulness in the above relationships. The findings, based on a data set collected from frontline employees working at an airport terminal in Vietnam, showed that psychological distress mediated the impacts of both customer incivility and supervisor incivility on extra-role performance but not on in-role performance. Finally, mindfulness mitigated the negative effects of both customer incivility and supervisor incivility on psychological distress. These findings offer a number of implications for theory and practice.

Purpose The purpose of this paper is to propose a research model in which work engagement (WE) mediates the influence of work social support on job satisfaction (JS), in-role performance (IRP), creative performance (CP) and extra-role performance (ERP). Design/methodology/approach Data were collected from cabin attendants via three surveys two weeks apart and their pursers. The aforesaid relationships were assessed through structural equation modeling. Findings In general, there is support for the preponderance of hypotheses. Specifically, WE completely mediates the impact of coworker support on JS and IRP, while the impact of supervisor support on CP is completely mediated by WE. WE partly mediates the effect of coworker support on CP and ERP. Furthermore, the effect of supervisor support on JS, IRP and ERP is partly mediated by WE. Practical implications Management should make sure that the work environment consists of supportive supervisors and coworkers who are trained on how they can enhance the cooperation and collaboration among employees. Management should also create an employee platform where cabin attendants can contribute to service delivery process by sharing their experiences arising from passenger requests and problems. Originality/value The study extends and contributes to the current service research by assessing the impact of WE simultaneously on three performance outcomes. The study adds to current knowledge by investigating the mediating mechanism linking work social support to the attitudinal and behavioral outcomes. The study also controls the threat of common method variance with at least two procedural remedies, which have been rarely used in the current service research.

To address the challenges posed by AI technologies, an increasing number of organizations encourage or require employees to integrate AI into their work processes. Despite the extensive research that has explored AI applications in the workplace, limited attention has been paid to the role of AI awareness in shaping employees’ cognition, interaction behaviors with AI, and subsequent impacts. Drawing on self-construal theory, this study investigates how AI awareness influences employees’ in-role and extra-role performance. A multi-time-point analysis of data from 353 questionnaires reveals that employees’ AI awareness affects their perceived overqualification, which subsequently influences reflection on AI usage and dependence on AI usage, ultimately shaping their in-role and extra-role performance. Furthermore, employee–AI collaboration moderates the relationship between AI awareness and perceived overqualification. This study elucidates the mechanisms and boundary conditions through which AI awareness impacts employees’ performance, offering a more comprehensive perspective on AI awareness research and providing practical implications for promoting its positive effects while mitigating its negative consequences.

PurposeThis study aims to explore the possibility that rewards and recognition may be instrumental in improving both in-role and extra-role performances of retail sales associates, with an underlying mediating role of employee engagement in this relationship.Design/methodology/approachA survey was conducted across 35 retail stores in five cities located in North India on 247 sales associates. Hierarchical multiple regression analysis was conducted to test the mediation hypotheses. Analysis was done in lines with the conditions of mediation laid down by Baron and Kenny (1986).FindingsEmployee engagement is found to fully mediate the impact of rewards and recognition on in-role and extra-role performances.Practical implicationsOrganizations should be committed to recognizing employees’ efforts and providing them with financial and non-financial rewards based on organizational policies. Such measures would improve in-role and extra-role performances through enhancing engagement level of employees.Originality/valueThis study makes significant contributions to literature on employee engagement and that on retail sector, especially in Indian context, through highlighting the mediating role of engagement. Given shortage and retention of skilled manpower as major challenges for Indian retailers, engaging sales associates through rewards and recognition to improve their performance at both in-role and extra-role levels can have significant implications for retailers.

PurposeDrawing upon the job demands-resources model, the purpose of this study is to investigate the differential relevance of contextual antecedents for job crafting dimensions (i.e. increasing structural and social job resources) and consequently for various aspects of work performance (in-role and extra-role performance). Despite considerable research on the role of job autonomy and social support in predicting job crafting, little attention has been paid to how problem-solving, a knowledge job characteristic, relates to job crafting dimensions.Design/methodology/approachSurvey data were collected from 282 employees belonging to different information technology companies in Romania. Structural equation modeling was used to examine the hypothesized relations.FindingsProblem-solving was positively related to both job crafting dimensions, whereas social support was positively related only to increasing social job resources. Unexpectedly, job autonomy predicted increasing structural resources only when social support was high, as the post-hoc analysis indicated. Furthermore, increasing structural job resources fully mediated the relationship of problem-solving with in-role performance and different types of extra-role behaviors, whereas increasing social resources did not act as a mediator.Originality/valueThe current study is the first to show that problem-solving is an important predictor for job crafting. Furthermore, this study contributes to the literature by revealing that crafting structural resources represents an important mechanism that explains the positive relationship between work design (i.e. problem-solving) and different performance facets.