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The present study aims to ascertain the relationships between subordinate moqi and leader behaviors, by primarily discussing how and when subordinate moqi is associated with leadership empowerment.

A self-report study was conducted by recruiting 334 employees from 13 firms. All concepts were rated on a seven-point Likert-type response scale. Linear regression analysis (conducted in MPLUS 7) was conducted to verify the hypotheses.

First, subordinate moqi showed positive association with empowerment. Second, trust-in-supervisor mediated the relationships between subordinate moqi and empowerment. Third, subordinates' power distance orientation (PDO) could moderate the subordinate moqi – leader empowerment relationship. When subordinates reported higher PDO, the relationships between subordinate moqi and empowerment were more robust; likewise, subordinate moqi would have more significantly indirectly impacted empowerment via trust-in-supervisor.

Though researchers have discussed the impacts of subordinate moqi on subordinates' outcomes, the impact of subordinate moqi on supervisors' attitudes or behaviors remains unclear. The relationships between subordinate moqi and supervisor empowerment behaviors are empirically ascertained by emphasizing the leader-subordinate dyadic process. The findings here suggested that subordinate moqi boosted subordinates' trust-in-supervisor, and moqi would also predict the behaviors of leader empowerment. This study extended the PDO literature by identifying the moderating role of PDO in the subordinate moqi – leader empowerment behavior relationship.

The purpose of this paper is to examine the relationships between supervisor-subordinate deep-level similarity and employee taking charge behavior. Face consciousness (FC) and managerial competency of inclusion (MCI) are examined as moderators.

Responses from 193 employees and 51 supervisors were examined using hierarchical linear analysis to assess the relationship between the study variables because employee responses were nested within supervisor.

Supervisor-subordinate deep-level similarity is positively associated with employee taking charge behavior. Employee FC moderates the relationship between deep-level similarity and taking charge. MCI also moderates the relationships between deep-level similarity and taking charge.

The study is cross-sectional; longitudinal studies are needed to examine the relationships among study variables over time. This work should also be extended to the western context. The findings highlight deep-level similarity as predictive of taking charge while also identifying MCI and FC as important for understanding what predicts taking charge.

The findings can be used to develop managerial training programs that foster competency of inclusion. It is possible to develop organizational interventions (selection and training) to maximize employees and manager congruence/fit.

This study is a novel contribution that investigates facet of proactive behaviors. Examining the moderating roles of FC and MCI further elucidates how similarity fosters taking charge behaviors.

The purpose of this paper is to posit and empirically demonstrate that positive and negative leader behaviors have a linear relationship with subordinate outcomes. The authors challenge this notion, and test a model where leader positive and negative behaviors have a curvilinear relationship (inverse-U shaped) with subordinate job satisfaction.

Cross-sectional design, based on a sample of 131 employees working across organizations and industries in the USA. Subordinates provided information on all study measures.

The authors show that higher levels of positive and negative behaviors from the leader will not generate a corresponding linear increase in employees’ satisfaction. Instead, the relationship is non-linear, with diminishing returns in subordinate job satisfaction for positive leader behaviors and higher ones for negative leader behaviors. In addition, subordinates with high levels of hardiness are more satisfied with positive leader behaviors, and report less dissatisfaction with negative leader behaviors.

Limitations are cross-sectional design, self-reported data, measurement of a limited number of leader behaviors as representative of leader positive and negative behaviors, and focus on only one dependent construct (subordinate job satisfaction).

Above a certain point, leaders’ positive behaviors have limited effect on increasing subordinates’ job satisfaction. Likewise, leaders’ negative behaviors decrease subordinates’ job satisfaction only above specific levels of leader behaviors.

The authors challenge this notion of linearity by theorizing and demonstrating that subordinates’ job satisfaction is influenced by leader positive and negative behaviors in non-linear relationship characterized by an inverse-U-shaped and a specific increase and decrease pattern.

The purpose of this paper is to examine the inclusive leadership’s too-much-of-a-good-thing effect (TMGT effect) and illustrate the possibility of the potential drawbacks of inclusive leadership.

In total, 191 questionnaires were valid and used in the study. Employee participants were asked to report their direct supervisor’s inclusive leadership. Employees’ direct supervisors were asked to rate employees’ task performance to minimize common method variance. The authors use regression analysis to test the hypothesis.

An inverted U-shape characterizes the relationship between inclusive leadership and subordinates’ task performance. Specifically, employees’ task performance is low when the supervisor’s inclusive leadership is low; task performance increases when inclusive leadership is from low to moderate levels, and task performance decreases when inclusive leadership is from moderate to high levels.

The study sheds light on inclusive leadership, especially the inclusive leadership in Chinese context. In addition, this finding is important as it investigates the inclusion’s TMGT effect which is rare in organizational research, and the findings also provide additional evidence of TMGT effect in management fields.

The purpose of this paper is to investigate the extent to which leader behaviors (authentic, directive, and transactional) predict subordinates' conceptualization of exchanges with their organization (i.e. social and economic exchanges).

Data were collected from 165 employees in various organizations within the USA using questionnaires.

Results showed that authentic leadership was positively related to social exchanges. Further, directive leadership was positively related to economic exchanges. Contrary to the authors' prediction that transactional leadership would be a positive predictor of economic exchanges, transactional leader behaviors predicted both social exchanges (positive relationship) and economic exchanges (negative relationship). Several of the relationships between leader behaviors and follower exchange relationships were mediated by employee attitudes (i.e. job satisfaction) and beliefs (i.e. exchange ideology).

Further research is necessary to elucidate the reasons why leader transactional behaviors drive social exchanges, and through what mechanisms.

Organizations and practitioners can use these finding to select leaders who foster desired employee behaviors. Coaching or training efforts to develop authentic leaders may also be beneficial. Organizations and practitioners may benefit by implementing leadership training initiatives that develop managers' authentic leadership.

The paper's results position authentic and directive leader behaviors as positive and negative predictors of social and economic exchanges, respectively. It also identifies mechanisms through which leader behaviors influence employees' perceptions of exchanges.

The purpose of this paper is to investigate the extent to which employees' perceptions of alienation (personal and social) are related to positive (career satisfaction) and negative (careerist orientation) career‐related outcomes and to examine the mediating role of career satisfaction.

The paper used a cross‐sectional design, with questionnaires administered to 165 employees working in organizations in the USA to test the relationship between alienation and careerism through career satisfaction.

Alienation was found to be a positive predictor of employee careerism, and a negative predictor of their career satisfaction. The data were consistent with a model positioning career satisfaction as a mediator of the alienation to careerism relationship.

Future research should examine the relationship between alienation and career outcomes in other organizations and job families, to enhance generalizability. Data should be also collected longitudinally, to extend the current cross‐sectional design.

Understanding the empirical link between alienation and career outcomes can provide useful information to reduce negative career outcomes.

The findings point toward a positive relationship between employee alienation and their careerism. In doing so, the paper adds to a body of work where careerism was connected with structural rather than individual predictors.

The purpose of this paper is to examine optimism and how facets of subordinates’ psychological characteristics, such as their attitudes and personalities, are similar to their direct supervisors’ (as person-supervisor deep-level similarity or P-S deep-level similarity) in order to understand their interactions with job insecurity in predicting employee job satisfaction.

Empirical study had been conducted. Sample firms in this study consist of eight state-run electric power companies and 16 licensed chemical companies in central Hubei Province in China. In total, 368 valid samples were included in the analyses (with a valid return rate of 73 percent). All constructs were rated on a five-point Likert-type response scale. In order to diminish the possibility of common method biases, the authors used participants’ dyad supervisors to rate P-S deep-level similarity and P-S guanxi. The authors tested the hypotheses by implementing hierarchical linear regression.

The results show that when certain demographic variables (e.g. age, gender, education, post, employment type, income proportion, position) and P-S guanxi are controlled, optimism and P-S deep-level similarity significantly interact with job insecurity to predict job satisfaction. Job satisfaction is bolstered when job security increases among those who report a high level of both optimism and P-S deep-level similarity.

Researchers have found that job insecurity has negative effects on job satisfaction (Sverke et al., 2002). But there is a lack of understanding about the mechanism of how job insecurity affects job satisfaction. In this study, the authors found that optimism and P-S deep level similarity could jointly moderate the relation (and direction) between job insecurity and job satisfaction. The work illustrates how positive traits (such as optimism) and psychological factors (such as P-S deep-level similarity) could affect employee job satisfaction with different levels of job insecurity.

The purpose of this paper is to conceptualize, understand, and measure positive and negative aspects of supervisor developmental feedback (SDF) and investigate their relationships with task performance.

In Study 1, common themes in SDF were identified and a set of SDF items were developed to capture the positive and negative SDF domain. Study 2 entailed the administration of the items to respondents to examine the dimensionality of the items through exploratory factor analysis. In Study 3, using confirmatory factor analysis we further examined the extent to which positive and negative developmental feedback (PSDF and NSDF) were conceptually distinct from each other and different from an existing general measure of supervisor feedback.

Study 1 and Study 2 yielded evidence that positive and negative SDF are distinct yet related constructs. Positive SDF predicted employee task performance. The positive SDF by negative SDF interaction predicted task performance.

The authors provide criterion-related validity evidence by examining the predictive validity of positive and negative SDF on subordinate task performance (reported by supervisors). Future research should examine the role of positive and negative SDF in predicting job performance in other samples and cultural contexts and for other outcomes, including organizational citizenship.

This research refines the SDF domain by identifying positive and negative domains of the SDF construct. The authors propose and test the joint influence of positive and negative SDF. The novel findings point to the importance of supervisors providing both positive and negative feedback to enhance performance.

The world’s aging population has led to a greater use of prescription and non-prescription medication by the elderly. Besides, older drinkers consume alcohol often regardless of the medication they consume. The purpose of this paper is to examine the intake of medication and alcohol simultaneously in a group of elderly in the community of Madrid, and the possible differences in consumption between men and women.

An observational cross-sectional study of 342 elderly in Madrid, aged 65–96 years was conducted, including the collection of anthropometric data (weight, height, waist circumference, BMI), information about the quantity of daily alcohol intake and medication taken from each subject.

A high percentage of the sample used medication, especially women. A smaller percentage of the sample consumed alcohol, being more frequent among men and decreasing with age. In addition, almost half of the sample (46.4 percent) combined medication intake with alcohol, especially men. High alcohol consumption was observed simultaneously in those subjects taking medication; in addition to the non-perception of the real risk to health. Statistically significant sex differences were observed, since men drank more, including when taking medication; although women may be more vulnerable to harm derived from alcohol.

This study contributed to estimate the risk to the public health of old people, and the integrity of their health, by observing the consumption of both medication and alcohol, given that medication taken in conjunction with alcohol can cause adverse side effects.

Family businesses gain notoriety in academic research because they have peculiarities found only in this type of organization, and it is because of these attributes that this work aims to analyze, through an epistemological look, the results of a systematization that sought for works that use the unique characteristics of family businesses, called familiness, as well as two other constructs that showed attractive adherents and little researched in parities with familiness, organizational entrepreneurship, better known as entrepreneurial orientation and the ability to adapt, called absorption capacity.

To achieve this goal, an investigation of national and international academic production was carried out through a systematization called Proknow-C, being possible to identify the main categorical groups of authors in the area, main journals, besides identifying and analyzing the main objectives and contributions of selected scientific articles.

Among the results obtained, it was possible to consolidate some research intentions inherent to the junction of such constructs, besides directing, which can be the best and most promising fields of research for the application of these constructs and the most indicated methods, based on the three epistemological positions, subjectivism, objectivism and constructivism.

This study adds value to the literature on familiness, pointing to a relationship between entrepreneurial orientation and absorption capacity, in contrast to studies focused on other dimensions of social capital, which obtained divergent results. In addition, this study reinforces the unique characteristics of family enterprises, in which this work intends to consolidate a methodological proposal with arguments linked to positivism or interpretativism in the midst of epistemology. The study provides a valuable theoretical framework of familiness determinants connecting the cognitive perspective of the entrepreneur theory to a view of the absorptive capacity.