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Citizenship pressure has recently been a hot topic in organizational citizenship behavior research since it aids in understanding the driving mechanism of organizational citizenship behavior. However, previous research has revealed discrepancies in the connection. This article develops a theoretical model of the impact of citizenship pressure on organizational citizenship performance based on expectancy theory. A leader–employee paired questionnaire was used to evaluate the hypotheses. The results indicate that organizational citizenship performance is positively influenced by citizenship pressure. The connection between organizational citizenship performance and citizenship pressure is positively moderated by transformational leadership. The better the transformational leadership, the greater the influence of citizenship pressure on organizational citizenship performance. Furthermore, the impact of transformational leadership on the link between citizenship pressure and organizational citizenship performance is dependent on the political skill of employees. When individuals with strong political skill encounter transformational leadership, the relationship between citizenship pressure and organizational citizenship performance is minimal. On the contrary, this relationship is enhanced when personnel with limited political skill are confronted with transformational leadership.

Work procrastination is a retreat behavior associated with negative cognitive experience and it results in great losses to individual as well as organizational development. Understanding the antecedents of employees’ work procrastination behavior contributes to lower frequency of its occurrence. This research builds a dual-moderated mediation model from the perspective of cognitive appraisal theory and explored work procrastination behavior of employees subjected to abusive supervision. With 378 valid returned questionnaires, data collected from 32 companies in Beijing, Shanghai, Tianjin, and Chongqing supports our hypotheses. This result has enriched the understanding of work procrastination behavior and provided practical implications to avoide its negative effects.

Most of the previous literature has focused on the positive effects of ethical leadership on organizations and employees, but some studies have unexpectedly found that ethical leadership is negatively related to employees’ well-being at work. Based on the theory of workplace anxiety, this research explored whether ethical leadership can reduce employees’ well-being at work by causing them to feel anxious about organizational citizenship behavior and whether organizational concern motivation moderates this mechanism. We collected 227 three-stage time-crossed data samples from 12 institutions in Hainan China, then tested our research hypotheses to confirm that ethical leadership has a negative impact on employees’ well-being at work under certain conditions. We found that: (1) ethical leadership is significantly and positively correlated with the organizational citizenship anxiety perceived by employees, (2) organizational citizenship anxiety perceived by employees plays a completely mediating role between ethical leadership and employee well-being at work, and (3) organizational concern motivation not only negatively moderates the negative correlation between employees’ organizational citizenship anxiety and well-being at work, but also further moderates the indirect negative effect of ethical leadership on employee well-being at work through organizational citizenship anxiety.

Anxiety arising from workplace bullying is a key concern for job performance. Anxiety can explain the effects of workplace bullying: individuals may seek to deal with their anxiety by applying specific behaviors. However, anxiety research does not carefully distinguish between state anxiety and trait anxiety, and so the impact of anxiety in general has been seen as complex and contradictory. Individuals may respond to bullying and anxiety through “passive resistance” or by “swallowing the insult.” However, under what circumstances do individuals choose between these options? This paper summarizes the mechanisms of state anxiety and trait anxiety and uses cognitive balance theory to measure loss of self-control and the strategic choices. A moderated mediation model is presented for the relationship between workplace bullying and job performance using key variables of state anxiety and trait anxiety. Employee-supervisor pairs from 20 organizations and institutions from Tianjin, Jiangsu, and Hainan participated in a two-point longitudinal survey in 2019, 82.67% effective. Analysis verified that trait anxiety is the decisive perspective for choosing between “passive resistance” and “swallowing the insult.” This provides theoretical and practical contributions to psychology and organizational behavior research.

Employing message endorser is a popular strategy in encouraging consumers to protect the environment. This research explores how the social status of endorsers and the forms of normative messages can influence the effectiveness of endorsement for pro-environmental behaviors. Drawing on the focus theory of normative conduct and the match-up hypothesis, the authors propose that the effects of endorser social status on consumers' responses to green advertising are contingent on whether the normative messages is framed as injunctive norms or descriptive norms. In three experiments, the results indicate that participants show more positive attitudes toward the advertisement and higher intentions to act environmentally friendly when endorsers with high social status are presented in combination with injunctive norm appeals. In contrast, ordinary consumer endorsers produce stronger impact on attitudes and behavioral intentions when descriptive norm appeals are used. These findings show that marketers using endorsers to promote pro-environmental behaviors should develop normative message accordingly.

Author(s): He Qi [sup.1] , Fu Jingtao [sup.1] , Wu Wenhao [sup.2] , Sabeeh Pervaiz [sup.3] Author Affiliations: (1) https://ror.org/03q648j11, grid.428986.9, 0000 0001 0373 6302, School of Management, Hainan University, [...], So far, ethical leadership has been proven to have a wide range of positive effects (resource acquisition spiral). Based on resource conservation theory and implicit leadership theory, this research instead focuses on the negative effect of ethical leadership on leaders themselves through leader emotional exhaustion under the condition of employee followership, therefore leader psychological withdrawal (resource loss spiral). In this time-lagged survey, a total of n = 238 leaders (male = 65.13%) were assessed over three measurement points with an interval of three months each. The results of the stuy are: (1) Ethical leadership links to growing leader emotional exhaustion; (2) Leader emotional exhaustion associates with intensified leader psychological withdrawal; (3) Leader emotional exhaustion mediates the relation between ethical leadership and leader psychological withdrawal; (4) Employee followership reversely moderates the effect of ethical leadership on leader emotional exhaustion; (5) Employee followership reversely moderates the effect of ethical leadership on leader psychological withdrawal through leader emotional exhaustion. Its indirect effect is non-significant under the condition of high employee followership. In summary, this research interpretates the mechanism and boundary condition for the negative effects of ethical leadership on leaders themselves.

In recent years, a bottom-up leadership style has received considerable attention from researchers. However, few empirical studies have been conducted to explore the link between leader humility and employee voice. Drawing on role theory, in this study we examined the relationship between leader humility and employee voice. Using data from 222 employees and their leaders, our results revealed that leader humility was positively related to employee voice. Voice-role conception fully mediated this relationship. Further, we delineate how employees' regulatory focus moderates the mediated relationship between leader humility and voice, such that when an employee has a high promotion focus or low prevention focus, leader humility will be more positively related to voice via voice-role conception. These findings will provide guidelines for managers promoting employee voice. [ABSTRACT FROM AUTHOR]

Although a few researchers have turned their attention to the positive impacts of job insecurity, they have discussed riskless proorganizational behaviors, omitting some that are both risky and challenging, and neglecting different dimensions of job insecurity and the importance of comparative analysis of these. We examined the impact of dimensions of job insecurity on employees' taking charge. Specifically, from the job preservation perspective, we explored the influence of job insecurity on employees' response to taking charge. We acquired and analyzed leader-member matched data from 418 employees in 106 teams. We found a U-shaped relationship between employees' quantitative job insecurity and taking charge, whereas there was a negative correlation between qualitative job insecurity and taking charge. Additionally, employees' global job embeddedness moderated the negative relationship between qualitative job insecurity and taking charge, such that high job embeddedness alleviated the negative relationship and low job embeddedness enhanced the negative relationship between the two. These findings contribute to the directing of employees' taking-charge behavior in organizations. [ABSTRACT FROM AUTHOR]