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Although coworkers’ workplace interpersonal capitalization occurs every day in the workplace, we know little about how it affects employees’ well-being or why and when this impact occurs. To address these questions, we theorized and tested a model that links coworkers’ capitalization to well-being outcomes via perceived relatedness and anxiety and the boundary condition of learning goal orientation.

Time-lagged survey data were collected (N = 304) from a range of organizations in mainland China. Path modeling was used to examine the hypotheses.

The results indicated that coworkers’ capitalization drives an employee to experience either relatedness or anxiety, depending on the employee’s learning goal orientation. Furthermore, responses to relatedness and anxiety trigger autonomous motivation and psychological detachment, respectively.

This study contributes to the capitalization literature by comprehensively explaining the negative and positive effects of coworkers’ capitalization on employees’ well-being.

Prior research has demonstrated that temporal leadership brings benefits, whereas scholars know little about its potential drawbacks. This study aims to explore the positive and negative effects of temporal leadership.

A three-wave, multi-source survey was conducted to examine the theoretical model and test hypotheses. Multi-level analysis was performed using Mplus 7.4 and the R package for Monte Carlo simulations.

This study reveals that temporal leadership both decreases employee proactive behavior through emotional exhaustion and increases it through job absorption. Shared temporal cognitions buffer the effect of temporal leadership on emotional exhaustion and its indirect effect on proactive behavior through emotional exhaustion. Conversely, shared temporal cognitions strengthen the effect of temporal leadership on job absorption and its indirect effect on proactive behavior through job absorption.

Our findings show that temporal leadership has costs and benefits. Thus, it is essential to manage temporal leadership behavior.

Our research provides new insight into understanding the costs and benefits of temporal leadership.

Existing research has generally viewed that temporal leadership has positive impacts on employees but ignores its potential drawbacks. This study aims to develop a model to explore its possible negative impacts on employees, drawing upon social information processing theory.

This study conducts a multi-wave and multisource survey to test the model, and the authors test the hypotheses with multi-level analysis using Mplus 7.4 and R package for Monte Carlo.

Results suggest that temporal leadership induces employee work alienation, thus leading to employee silence. Furthermore, shared temporal cognitions moderate both the relationship between temporal leadership and work alienation and the indirect effect of temporal leadership on employee silence via work alienation.

Taken together, this study reveals the potential dark side of temporal leadership and provides a more comprehensive and dialectical research perspective for temporal leadership literature.