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The authors examined the relationship between leader humility and employee organizational deviance. They also tested the mediating effects of personal sense of power and the moderating effects of organizational identification on this relationship.

The authors tested their hypotheses using a sample of 186 employees from an information technology (IT) enterprise in China. They used hierarchical regression and bootstrapping analyses to test for direct and indirect relationships.

Sense of power mediated the effect of leader humility on organizational deviance and organizational identification moderated the effect of sense of power on organizational deviance. In addition, organizational identification mediated the indirect effect of leader humility on organizational deviance via sense of power. Thus, employees who demonstrate high organizational identification may not conduct organizational deviant behavior, even if they have a high sense of power.

Organizations should explore and practice effective leader humility. Selection and training programs should be developed to choose humble leaders and teach them how to exhibit moderate humility.

The authors contribute to the literature by revealing the negative effects of leader humility in Chinese culture. They find support for their hypotheses that employee sense of power mediates the relationship between leader humility and employee organizational deviance and that this relationship is weaker when employee organizational identification is higher. This clarifies how and why leader humility stimulates employee organizational deviance.

Drawing on social information processing theory and trait activation theory, this study aims to examine the mediating effect of leader narcissism on team radical creativity via team information elaboration and explores the moderating role of inter-team competition.

Time-lagged and multisource survey data were collected from 86 team leaders and 409 employees in a Chinese company. Path analysis was used to test the hypotheses.

The results indicated that leader narcissism could impede team radical creativity via team information elaboration. Moreover, the negative indirect effects of leader narcissism on team radical creativity were more pronounced when the inter-team competition was low.

This study makes contributions to the literature on leader narcissism and team radical creativity by examining the detrimental indirect effects of leader narcissism on team radical creativity via team information. Furthermore, it broadens current literature by investigating the potential positive intervention of inter-team competition on the negative aspects of leader narcissism.

This research investigates when and why lower-level leaders counteract interactional injustice after experiencing injustice from their superiors.

Two scenario-based studies were employed to test the hypotheses.

The enactment of injustice by higher-level leaders was found to increase psychological disidentification among lower-level leaders, prompting them to exhibit higher levels of interactional justice, particularly in contexts where justice is seldom rewarded.

This paper extends trickle-down effects research by demonstrating how reactance can interrupt the transmission of injustice from higher-level leaders, suggesting that a reactance-provoking environment can motivate lower-level leaders to act more justly.

Organizations can mitigate the spread of injustice by enhancing middle-level leaders’ awareness of unjust behaviors and fostering a leadership self-concept that emphasizes interactional justice.

This paper clarifies the reversal of the trickle-down process of interactional injustice, contributing to the literature on trickle-down effects and interactional justice.

Trauma and adverse childhood events are found in the pre‐immigration histories of a cohort of four Chinese Canadian pathological gamblers. The nature of their traumatic experiences, consisting of loss and abandonment, neglect and deprivation, physical and emotional abuse, socioeconomic and political oppression, is elucidated and described. The impact of pre‐immigration trauma and its relationship to the development of pathological gambling post‐immigration are discussed. Upon further corroboration of the existence of pre‐immigration trauma among Chinese and Asian immigrants in future studies, training of counsellors to incorporate an in‐depth pre‐immigration history in the assessment and treatment protocol of immigrants manifesting pathological gambling is recommended.

Drawing on the work-home resources (W-HR) model, this study examines the ripple effects of proactive helping behavior at work on helpers' family relationship quality at home via positive affect and work-family interpersonal capitalization, and tests the moderating role of independent self-construal in the resource spillover process.

Using an experience sampling methodology, data was collected (N = 382) from multiple sources in five consecutive working days. Multilevel path modeling was used to examine the hypotheses.

The results indicated that proactive helping other at work can generate affective resources for helpers, which in turn triggers them to share daily work experiences and feelings with their spouses at home, and strengthens their family relationship quality. Moreover, the effects of helping others on family relationship quality were more pronounced for helpers with relatively high independent self-construal.

The findings explore the enrichment effects and unintended family-related distal outcomes of helping behaviors for helpers, and contributes to the W-HR model by uncovering an affective-behavioral ripple mechanism linking work and family. Finally, our results identify the boundary condition, that proactive helping behaviors are more rewarding for helpers with higher independent self-construal.

Drawing on the extended self-theory, this study explores the dynamic process through which reactive helping could influence proactive helping through self-investment and investigate the moderating role of task difficulty in affecting this process.

This study, with a sample of 582 diary surveys from 66 employees, used experience sampling techniques to analyze the proposed hypotheses.

The results revealed that self-investment could mediate the positive relationship between reactive helping and proactive helping. Additionally, task difficulty acts as an essential role in facilitating the process raised by reactive helping. Further examination revealed that the moderated mediation effect in this model was also significant.

Managers should encourage help-seeking and positive responses to requests, especially in groups with difficult tasks, which could build helpers’ extended self at work and increase their proactive helping behaviors at the following episode.

As verifying the dynamic trajectory of reactive helping, this study enriches our understanding of whether and how helping behaviors are likely to grow over time. Besides, it complements current pieces of literature by exploring the potential positive implication of reactive helping with a helper-centric perspective.

This study examined the dynamical and positive effects of leader consultation on employee proactivity from a motivational perspective.

Survey data were collected twice a day from 107 employees in a week by using an experience sampling method.

On a daily basis, leader consultation had a positive effect on employees’ state work engagement, which in turn promoted employees’ proactivity. Moreover, authoritarian leadership weakened the positive relationship between leader consultation and employees’ state work engagement.

The findings provided a new perspective regarding the potential dynamic motivational effect of leader consultation on employees and generated interesting implications for paradoxical leadership theory.

In recent years, organizations have progressively adopted electronic performance monitoring (EPM) to obtain accurate employee performance data and improve management efficiency in response to the growing complexity of the work environment. However, existing research has primarily focused on examining the effect of EPM on employee behaviors within established job designs, neglecting the consequential role of EPM in shaping employees’ bottom-up job redesign (i.e. job crafting). This study aims to explore whether and how EPM affects employee job crafting.

To test proposed hypotheses, we conducted two time-lagged surveys across different cultural contexts and a scenario experiment on an online platform in China.

The results revealed the negative indirect relationship between EPM and employee job crafting via role breadth self-efficacy. This indirect relationship was moderated by constructive supervisor feedback and job complexity, with the above relationships being weak (versus strong) when constructive supervisor feedback was high (versus low) or job complexity was low (versus high).

The results have crucial implications for organizational practices, suggesting that managers should provide constructive feedback to break the trade-off between EPM and job crafting. Additionally, managers may need to give employees with high job complexity more autonomy rather than intense monitoring.

This study is the first to clarify the effect of EPM on employee job crafting. As job crafting captures the important value of employees in organizational job design, our effort helps to enrich the understanding of EPM effectiveness.

This research aims to address the knowledge gap regarding the influence of electronic performance monitoring (EPM) on supervisors' behavior. Building upon the sociomaterial perspective and the general model of disinhibition, the study explores the internal mechanisms and boundary conditions between supervisor EPM use and supervisor undermining.

An online survey was administered via the Sojump platform, inviting supervisors from diverse industries in China to participate in a three-wave study, each wave being approximately two weeks apart. The study gathered multi-wave data from 225 supervisors to assess the conceptual model.

The results showed that supervisor EPM use was positively related to sense of power, which in turn positively related to supervisor undermining. Furthermore, supervisors' individual identity orientation moderates the relationship between supervisor EPM use and sense of power, as well as the indirect relationship between supervisor EPM use and supervisor undermining through sense of power.

This study advocates for responsible EPM use to mitigate supervisor undermining (e.g. making subordinates feel incompetent) and minimize negative leadership behaviors.

The presented results signify a substantial progression in comprehending the interplay between supervisor EPM use and individual identity orientation, and their combined impact on the sense of power and subsequent supervisor undermining.