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Though the effect of transformational leadership (TFL) on followers has been largely examined in hospitality, the findings are rather inconsistent. This paper aims to provide a quantitative review for the relationship between TFL and follower outcomes in hospitality and a detailed analysis of the moderating variables (cultural differences, measurement instrument, rating sources and time lag).

To explore the effect sizes of TFL on followers, this study conducted a quantitative meta-analysis based on 62 primary studies, including 66 independent samples (N = 23,037). The outcomes of TFL were categorized into subordinates’ attitudinal outcomes, relational perceptions and behavioral outcomes.

The results indicate that TFL has the strongest impact on relational perceptions, followed by subordinates’ attitudinal and behavioral outcomes. The results also show that cultural differences, rating sources and time lag partially moderate the relationships between TFL and follower outcomes.

TFL generally has a high level of validity for explaining attitudinal, behavioral and relational perception outcomes of followers in the field of hospitality. Given that, there have been a large number of studies investigating TFL with follower attitudinal and behavioral outcomes, it might not be necessary to continue applying identical frameworks to investigate the effect of TFL. Instead, future research on TFL is expected to explore the relationship between TFL and followers’ relational perceptions and consider cultural and methodological factors.

To the best of authors’ knowledge, this is the first meta-analysis to clear theoretical links between TFL and its outcomes in the hospitality context. This study further investigates several moderators that can influence the effects of TFL and helps better understand the influence of TFL in the area of hospitality. The study also provides future research directions for leadership research in the hospitality context.

The purpose of this paper is to answer the theoretical and practical calls for an examination of the multi-level effects of empowering leadership on creativity. In addition, it attempts to link empowering leadership to creativity from the perspective of information processing, which is different from traditional mechanisms of psychology.

Based on the perspective of information processing, the authors tested how and why different levels of empowering leadership may relate to team and individual creativity. Multi-source data were collected from 62 team leaders and 295 team members. Statistical methods, such as the hierarchical linear model, hierarchical regression analysis, and bootstrapping tests, were used to analyze the data.

The results show that team and individual learning mediate the effects of empowering leadership on creativity at the team and individual levels. Interestingly, the authors also found that team learning negatively moderates the indirect and positive effect of individual empowering leadership on individual creativity.

The main limitation of this study is that the authors used cross-section data instead of longitudinal data to analyze the causal relationship. As such, the results may not truly reveal the causality.

The findings indicate that empowering leadership is important for stimulating both individual and team learning; thus, it benefits different levels of creativity. In addition, the results also suggest that there are interplay between different level mechanisms, and empowering team leader should trade-off individual and team learning effects in order to promote both team and individual creativity effectively.

This study contributes to the existing literature by providing a multi-level and cross-level analysis of empowering leadership and creativity. It clarifies how empowering leadership stimulates individual and team creativity at different levels simultaneously.

The purpose of this paper is to build a link between empowering leadership and change-oriented organizational citizenship behavior (OCB) based on the theory of the socially embedded model so as to explore why empowering leadership has an impact on change-oriented OCBs and for whom this effect may be amplified or alleviated.

Using data collected from 203 employees and 80 supervisors in one information technology company, the authors examined the mediating role of thriving at work and the moderating role of autonomy between empowering leadership and change-oriented OCBs. The authors used statistical methods such as hierarchical regression, bootstrapping test, and so on to analyze the data.

The results indicated that empowering leadership was positively related to thriving at work, and thus in turn influenced change-oriented OCBs. In addition, employees’ autonomy orientation moderated those relationships such that when employees were had high autonomy orientations, they thrived at work to a high degree and were more likely to perform change-oriented OCBs.

The authors collected the data of this study within a single organization, and that may limit the observed viability and decrease external validity.

The findings suggest that leaders’ empowering behaviors are a critical factor for simulating employees’ change-oriented OCBs. They also indicate that leaders are better off empowering individuals with high autonomy orientations.

This study contributes to the literature by linking empowering leadership and change-oriented OCBs. It clarifies how and why empowering leadership can stimulate employees’ change-oriented OCBs.

Electrical impedance tomography (EIT) is a technique for reconstructing the conductivity distribution by injecting currents at the boundary of a subject and measuring the resulting changes in voltage. Image reconstruction for EIT is a nonlinear problem. A generalized inverse operator is usually ill-posed and ill-conditioned. Therefore, the solutions for EIT are not unique and highly sensitive to the measurement noise.

This paper develops a novel image reconstruction algorithm for EIT based on patch-based sparse representation. The sparsifying dictionary optimization and image reconstruction are performed alternately. Two patch-based sparsity, namely, square-patch sparsity and column-patch sparsity, are discussed and compared with the global sparsity.

Both simulation and experimental results indicate that the patch based sparsity method can improve the quality of image reconstruction and tolerate a relatively high level of noise in the measured voltages.

EIT image is reconstructed based on patch-based sparse representation. Square-patch sparsity and column-patch sparsity are proposed and compared. Sparse dictionary optimization and image reconstruction are performed alternately. The new method tolerates a relatively high level of noise in measured voltages.

This paper aims to investigate relationship conflicts and creative idea endorsement to develop the understanding of managerial reactions towards ideas of those who develop relationship conflicts with managers/supervisors at work. Taking a contingency perspective, the authors also investigated role subordinates’ political skills and implementation instrumentality play in determining supervisors’ endorsement of subordinates’ creative ideas.

The authors used two sources of data collected from 243 subordinates and their respective 41 supervisors of a multinational software company operating in an emerging economy (Pakistan) and analyzed the hypothesized model with Mplus using random coefficient modeling.

With this research, the authors contributed to management literature by investigating how the effects of relationship conflicts on creative idea endorsement depend on subordinates’ political skills and implementation instrumentality. They postulate a negative relationship between relationship conflict and creative ideas endorsement and predict that this negative relationship is augmented by subordinates’ implementation instrumentality but attenuated by subordinates’ political skills. They also give directions to decision makers in organizations that they must inform the managers/supervisors about negative effects of their relationship conflict with their subordinates and train supervisors and subordinates about reducing their relationship conflicts with each other for mutual benefits.

Organizations should take a relationship perspective when creating an environment for creativity: an environment based on mutual trust and respect so that exchange relationships can foster. With this research, the authors extended the list of potential detriment associated with relationship conflicts, that is the endorsement of creative ideas by supervisors. The authors also extended creativity literature by investigating social relationships for selection-focused creativity (idea endorsement) instead of variance-focused creativity (idea generation).

Prior researches have indicated that leadership had an important impact on employee creativity. However, the authors know little about the link between the dark side of leadership-abusive supervision, and employee creativity, as well as its underlying mechanisms. Combining psychological safety theory and social identification theory, the purpose of this paper is to examine the relationship between abusive supervision and employee creativity and the mediating role of psychological safety and organizational identification between abusive supervision and employee creativity.

The authors conducted a multi-source and time-lagged data collection. At Time 1, team members evaluated abusive supervision and psychological safety, and at Time 2, team members evaluated organization identification, and team leaders evaluated members’ creativity. Abusive supervision, psychological safety were evaluated at first stage and organizational identification, creativity were evaluated at second stage, being conducted 2-4 weeks later after the first stage. Finally 423 participants completed two waves of data collection.

The results suggested that, abusive supervision had negative effects on psychological safety and organizational identification, and psychological safety partially mediated the relationship between abusive supervision and organizational identification, and organizational identification fully mediated the relationship between psychological safety and creativity, and the negative effect of abusive supervision on employee creativity was mediated by psychological safety and then by organizational identification.

This study identifies and examines the mechanism underlying the effect of abusive supervision, and suggests that psychological safety and organizational identification are two important mediators of the complex relationship between abusive supervision and employee creativity. Therefore, this study not only re-examines the inconsistent effect of abusive supervision on employee creativity, but also represents the first attempt at integrating the psychological safety perspective and social identification theory to study employee creativity and offers important implications for theory development.

The purpose of this paper is to examine team external learning, particularly focusing on: how leader external learning behavior affects team external learning; how team external learning influences employee creativity; and whether team internal learning is a moderator between the cross‐level relationship of external learning and employee creativity in Chinese R&D teams.

Survey questionnaire were administered to a sample of 80 R&D teams comprising 331 employees from three medium‐sized Chinese high‐tech companies. HLM was used to test cross‐level relationships.

The paper hypothesizes that: leader external learning positively influences team external learning; team external learning leads to employee creativity; and team internal learning moderates the relationship between team external learning and employee creativity. Results support hypotheses 2 and 3, but not hypothesis 1. In addition, leader external learning is found to positively influence employee creativity.

This study has implications for both team leaders and top management. Although the context of this study is in Chinese R&D teams, all those teams facing similar environment to R&D teams can also learn from this study. There are several interesting implications for scholars who are studying teams, creativity and innovation.

Combining fields of team learning, boundary spanning, creativity and leadership, the paper addresses the following four questions, and provides further insights to the area of team external learning: First, what is the cross level relationship between team external learning and employee creativity? Second, is internal learning a moderator on the relationship between team external learning and employee creativity in R&D project teams? Third, is leader external learning behavior one of antecedents of team external learning? Fourth, is there anything unique about team external learning in Chinese culture? The paper provides research evidence for each of these questions.

The purpose of this paper is to present a conceptual framework of corporate political performance (CPP) in corporate political activity. In fact, CPP refers to political benefits obtained by firms when they formulate and implement political strategies to influence the public policy process though the investment of political resources. This paper focuses on answering what is perhaps the most fundamental question to strategy researchers: “How do firms engage in political strategies to improve their performance?”

In building a theoretical framework, this paper, first, provides a historical analysis of political efficiency and effectiveness. Then, this paper attempts to illustrate conceptually our understanding of political performance process by a generalized and contingent approach. Finally, this paper discusses the framework, its theoretical contribution and practical implications for Chinese management, and comments on limitations for future research.

The paper presents a conceptual CPP model that integrates political efficiency and effectiveness approach. In the conceptual framework, three phases of CPP include sources of political advantage, political competitive advantage and political performance outcome, and three dimensions are identified as political efficiency, effectiveness and adaptiveness. CPP approach is not a “generalized” nature of political performance measurement, as the difference among firms and industries in this area may be significant, which reflects the effect of context, reaction and outcome factors.

While it provides a strong theoretical foundation, this paper still has almost little empirical evidence concerning CPP process. However, how to measure CPP has increasingly begun to focus on an important research domain in corporate political strategy literature. This paper believes that this model has a need for future research to test its feasibility by using the measurement scales in Chinese context.

This paper is original in its attempt to measure CPP to help the business practice in corporate of political activity, and broaden corporate political strategy research in mainstream strategic management.

Considering the external disturbances and dynamic uncertainties during the process of the trajectory tracking, this paper aims to address the problem of the welding robot trajectory tracking with guaranteed accuracy.

The controller consists sliding mode control, fuzzy control and low pass filter. The controller adopts low-pass filter to reduce the high frequency chattering control signal in sliding mode control. The fuzzy control model is used to simulate the external disturbance signal and the dynamic uncertainty signal, so that the controller can effectively restrain the chattering caused by the sliding mode control algorithm, realizing the track of the welding robot effectively and improving the robustness of the robot.

An innovative experiment device was adopted to realize the performance of the proposed controller. Considering the kinematic and dynamic uncertainty during the process of robot tracking, the tracking accuracy was realized within 0.3 mm.

This paper uses Lyapunov stability theory and Barbalat theorem to analyze the stability of the proposed controller.

This paper aims to address the collision problem between robot and the external environment (including human) in an unstructured situation. A new collision detection and torque optimization control method is proposed.

Firstly, when the collision appears, a second-order Taylor observer is proposed to estimate the residual value. Secondly, the band-pass filter is used to reduce the high-frequency torque modeling dynamic uncertainty. With the estimate information and the torque value, a variable impedance control approach is then synthesized to guarantee that the collision is avoided or the collision will be terminated with different contact models and positions. However, in terms of adaptive linear force error, the variation of the thickness of the boundary layer is controlled by the new proximity function.

Finally, the experimental results show the better performance of the proposed control method, realizing the force control during the collision process.

Origin approach and origin experiment.