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Research on whether leaders' supervision style substantially affects employees' innovative behavior has rarely been conclusive. Therefore, in this study I explored the mechanism of how supportive and controlling supervision can influence employees' innovative behavior, taking the effect of personal characteristics into consideration. I surveyed 261 employees in the research and development department of a business and the results revealed that supervision style had a significant effect on employees' innovation. Further, employees' work engagement mediated the relationship between supervision style and employees' innovative behavior. Finally, I verified the moderating effect of subordinates' regulatory focus and found that this effect differed according to the type of regulatory focus. The findings point to the importance of leaders adjusting their supervision style for individual team members. [ABSTRACT FROM AUTHOR]

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. [ABSTRACT FROM AUTHOR]

We examined the relationship between workplace emotional blackmail and employee silence by focusing on the mediating effect of employee ego depletion and the moderating effect of employee traditionality. Our aim was to find out how workplace emotional blackmail affects employees' mental health and whether it produces harmful behaviors. We collected empirical data using a two-wave survey of 183 employees of 10 high-tech firms in Southern China. Results showed that workplace emotional blackmail was positively related to employee silence, and employee ego depletion significantly mediated this relationship. In addition, employee traditionality negatively moderated the relationship between workplace emotional blackmail and employee ego depletion. We discuss the implications of the findings and methods of preventing or reducing the occurrence of workplace emotional blackmail from the perspective of enterprises and employees. [ABSTRACT FROM AUTHOR]

In this study we explored the influence on employees of interpersonal relative leader–member exchange and intergroup relative leader–member exchange in regard to work behaviors with different levels of risk and uncertainty (i.e., task performance vs. innovative behavior), depending on subgroup uncertainty. We examined our theoretical model by surveying 309 employees in 58 member subgroups. Results showed that both interpersonal and intergroup relative leader–member exchange were positively associated with internal and temporary workers' task performance, interpersonal relative leader–member exchange was positively associated with the innovative behavior of internal workers but not temporary workers, and intergroup relative leader–member exchange was positively related to temporary workers' innovative behavior but negatively linked to internal workers' innovative behavior. Our findings suggest that the effects of interpersonal and intergroup relative leader–member exchange on members' behaviors may vary with the subgroup identities. [ABSTRACT FROM AUTHOR]

I investigated the relationship between subordinates' performance-prove goal orientation and their perception of abusive supervision, and examined whether feedback-seeking behavior toward supervisors mediated this link. I collected data using a three-wave survey of 173 employees who were working in a variety of occupations in Taiwan. Empirical results indicate that when subordinates had a performance-prove goal orientation, their perception of abusive supervision was partially decreased through their feedback-seeking behavior toward supervisors. Specifically, those employees with a higher (vs. lower) performance-prove goal orientation sought more feedback from supervisors and, thus, perceived abusive supervision to a lesser degree. These findings contribute to the literature on the antecedents of abusive supervision in terms of subordinate-related factors. Managerial implications are proposed to enable employees to be aware of how their job performance is understood and viewed by their supervisors. [ABSTRACT FROM AUTHOR]

Employee silence has been regarded as a significant factor related to many organizational outcomes; thus, breaking the silence has become a need for companies, and has attracted academic interest. We investigated the relationship between a caring ethical organizational climate and three dimensions of employee silence (i.e., acquiescent, defensive, and indifferent), as well as the mediating effect of psychological safety and the moderating effect of Chinese individual traditionality in this relationship. We conducted a survey with 568 employees of 50 Chinese companies. Our findings confirm that a caring ethical climate had a significant negative impact on all three dimensions of silence. Psychological safety mediated the relationship between caring ethical climate and both acquiescent and defensive employee silence, but its effect on the relationship between caring ethical climate and indifferent silence was nonsignificant. Chinese individual traditionality significantly moderated the impact of employees' psychological safety on all three of the silence dimensions. Implications of these results for future research and how managers of companies can break employees' silence are discussed. [ABSTRACT FROM AUTHOR]

We examined the role of our proposed moderators, namely, work engagement, organizational tenure, and perceived external opportunities, in the relationship between perceived high-performance work systems (HPWS) and affective organizational commitment. We conducted a survey with 94 employees of an information technology company in China. The results showed that the effect of perceived HPWS on affective commitment is stronger among employees with longer tenure, and weaker among employees who perceive more external opportunities. The results also showed that the effect of perceived HPWS on affective commitment is stronger at a marginally significant level among employees with stronger work engagement. These findings suggest that organizational managers should pay more attention to individual factors that may change employees' responses to HPWS, and adopt a more individualized approach to retain talented employees. [ABSTRACT FROM AUTHOR]

In this paper the information perspective was adopted to explore how and when task conflict affects employees' learning behavior. A total of 170 employees in China completed a survey and it was found that task conflict increases learning behavior through information elaboration. More interestingly, the positive relationship between task conflict and information elaboration is significant only when task reflexivity is high, and not when it is low. Furthermore, the positive and indirect effect of task conflict on learning behavior is significant only when task reflexivity is high, and not when it is low. Theoretical and practical implications of these findings are discussed. [ABSTRACT FROM AUTHOR]