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To understand how trust in supervisor translates into individual job performance, we hypothesize that trust in supervisor facilitates positive psychological conditions of meaningfulness, safety, and availability, which in turn predict individual job performance. We assert that each of the three mediating paths in our model represents a distinct mechanism by which trust in supervisor contributes to individual job performance. We test our hypotheses with 206 supervisor—subordinate dyads and find that trust in supervisor contributes to job performance through psychological availability and psychological safety but not psychological meaningfulness. By examining three different psychological mechanisms within the same frame, we provide a test that compares and contrasts the uniqueness of the three pathways. Our findings suggest practical ways for managers to build trust with subordinates and guidance for the design of productive work conditions.

We used the theory of social dominance to explore the mediating influence and boundary conditions according to which subordinates??? creativity affects supervisor undermining. Through a two-stage survey of 223 employees and their paired supervisors, we verified the mediating effect of supervisors??? perceived status threat on the relationship between subordinates??? creativity and supervisor undermining. Supervisors??? status concern moderated the relationship between subordinates??? creativity and supervisors??? perceived status threat. Specifically, the positive relationship between subordinates??? creativity and supervisors??? perceived status threat was stronger when the level of supervisors??? status concern was high. We aimed to deepen understanding of the factors that influence supervisor undermining. Additionally, we introduced perceived status threat as a mediating variable, which enhances understanding of the mechanism behind the unjust treatment of star employees. This highlights the importance of companies continuing to improve the management and professional skills of their supervisors, and fostering an organizational culture that is equal and free, in order to cultivate and retain highly creative talents

Although researchers have shown increased interest in visionary leadership, few studies have been conducted to investigate the relationship of visionary leadership with employee creativity. Drawing on a sample of 229 supervisor-subordinate dyads employed in enterprises in China, we examined whether perceived organizational support mediated the effect of visionary leadership on employee creativity. Results of structural equation modeling revealed that visionary leadership was positively related to employees' creativity and that perceived organizational support mediated this direct relationship. This study is the first to empirically examine the mediating role of perceived organizational support between visionary leadership and employee creativity, and provides a new path to link these variables. To boost employees' creativity at work, managers should use a leadership style that will build an organizational vision and communicate this to employees, and should enhance employees' perception of organizational support.

Innovative and creative employees are crucial for increasing organizations' competitive advantage. This study examined the relationship between Zhongyong thinking and employee innovative behavior, along with the mediating role of leader-member exchange (LMX). Participants were 275 subordinates and 61 supervisors employed at a large enterprise in China. We tested the proposed hypotheses with structural equation modeling based on a time-lagged survey. The results show that, as predicted, both Zhongyong thinking and LMX were positively related to subordinates' innovative behavior. Furthermore, LMX partially mediated the relationship between Zhongyong thinking and subordinates' innovative behavior. These findings point to the importance of both Zhongyong thinking and LMX for innovative behavior in an organization. Implications are discussed for research and practice.

Previous studies have shown the positive effect of high-quality leader-member exchange (LMX) on members' task performance, but further research is needed to establish if this effect varies according to boundary conditions. In this study we examined the effect of group size on the LMX process by constructing a framework integrating social exchange and social comparison theories. We predicted that decreasing group size would enhance the relationship between LMX and members' task performance. Specifically, we anticipated that the positive relationship between LMX and task performance would be strongest for members working in small groups with high LMX differentiation. By analyzing data collected from 368 supervisor-subordinate dyads employed at 39 bank branches in southeast China, we found that the positive relationship between LMX and task performance was stronger for employees working in smaller groups than for those working in large groups. However, the three-way interaction term was not significant. The findings enhance understanding of the role played by group structure factors in the process of how LMX influences members' task performance.

I investigated the relationship between the strategies (inquiry and monitoring) employees use in the context of feedback-seeking behavior (FSB), and their perception of abusive supervision. Participants were 187 employees with various occupations, from whom survey data were collected in two waves. Empirical results indicate that inquiry FSB was negatively related to the perception of abusive supervision, whereas monitoring FSB was positively related to the perception of abusive supervision. Many studies have shown that FSB positively influences employees. However, I found that FSB does not necessarily benefit supervisors; rather, the strategies used need to be considered in examining the outcomes of FSB. My findings enrich the literature on subordinate-related predictors of abusive supervision, which have received relatively little prior research attention.

We investigated how employees respond to Machiavellian supervisors exerting ethical leadership. Participants were 252 matched supervisor-employee dyads, and we administered measures of supervisor ethical leadership, employee voice, employee power distance orientation, and supervisor Machiavellianism. Results revealed that Machiavellian supervisors' ethical leader behaviors were perceived to be genuine by subordinate employees, and that ethical leadership promoted supervisors' extrarole voice behaviors. Further, the effects of Machiavellian supervisors' ethical leader behaviors on employee voice were intensified in the particular organizational context of higher, versus lower, employee power distance orientation. Given the major finding that ethical leader behaviors demonstrated by Machiavellian supervisors were effective whether or not they were genuine, ethical leadership training and development are suggested to help promote desirable employee work behaviors, including voice.

In this study we identified leader humility as a critical leader characteristic relevant to promoting employee creative performance, and examined work engagement as a mediator of this relationship. Data were collected from 41 supervisors and 237 subordinates employed at 15 high-tech firms in China, who completed a survey. Structural equation modeling results revealed a partial mediation model in which leader humility was positively related to employee creative performance both directly and indirectly via work engagement. These results suggest that leaders of organizations should be encouraged to practice humility and that managerial interventions should be implemented to stimulate employees to feel engaged in their work.

Despite growing evidence to suggest that corporate social responsibility (CSR) is positively related to employees' work engagement, empirical support for this relationship has been limited, especially in the Chinese cultural context. In this study we examined the association between CSR and employees' work engagement in China, and proposed guanxi (social interaction outside of work) of supervisor and subordinates as a mediator of this relationship. The sample consisted of 211 people employed in various industries who were concurrently studying for a Master of Business Administration at a Chinese university. The results of structural equation modeling revealed there was a positive and significant relationship between participants' perceived CSR and their work engagement, and that supervisor-subordinate guanxi partially mediated this relationship. Our findings indicate the importance of Chinese employees' perceived CSR and supervisor-subordinate guanxi for enhancing work engagement.

In this research, the effect of leader-member exchange (LMX) on teachers’ affective commitment is examined using communication satisfaction as an intervening variable. Using a quantitative research method, data was collected with a cross-sectional survey.  A regression analysis indicates that LMX has a significant effect on affective commitment of teachers in the five vocational colleges examined in the Eastern Cape Province, South Africa. Further analysis showed that communication satisfaction (relational and informational communication satisfaction) partially mediated the influence of LMX (represented in this study as programme managers) on teachers’ affective commitment. The findings are consistent with previous studies about the influence of workplace relationships on teachers’ behaviors, especially supervisor-subordinate relationships. The implications of these findings are explained.