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While prior studies have demonstrated that three moral forms of leadership (ethical, servant, and authentic leadership) are positively related to employees' knowledge sharing, we still know little regarding their relative importance on this important employee behavior. Drawing on self-determination theory (SDT), this study employed meta-analytic techniques to compare their effects on knowledge sharing, and the mediating role of psychological empowerment driving these effects. Our findings revealed that (1) authentic leadership is the most important in fostering knowledge sharing among these three moral forms of leadership; (2) compared to ethical and authentic leadership, servant leadership explained more variance toward psychological empowerment; (3) psychological empowerment mediated the relationship between each moral forms of leadership and employee knowledge sharing. This study provided a deep and fine-grained understanding of the relative importance of these three forms of leadership in promoting employee knowledge sharing and the mechanism through which they do so. We conclude by discussing theoretical and practical implications of our findings, and delineating avenues for future research. [ABSTRACT FROM AUTHOR]

Despite the increasing focus on employee welfare, workplace objectification—viewing and treating employees as instruments of profit—remains a prevalent phenomenon in today's workplace around the world. Featuring five papers by research teams from ten different institutions across North America, Europe, and Asia, the proposed symposium aims to advance scholarly discussions on workplace objectification with a focus on three interconnected themes: (1) conceptual critique and reflections on the key progresses and pitfalls of workplace objectification research, (2) empirical examination of novel antecedents (e.g., performance pressure) and consequences of workplace objectification (e.g., creativity), and (3) extension of the phenomenology of workplace objectification to previously understudied dimensions (e.g., third party/witness reactions). The symposium incorporates theories and evidence on different manifestations of workplace objectification (i.e., instrumentalization, dehumanization, commodification) in diverse contexts with mixed methodologies. It offers novel theoretical and practical insights into workplace objectification that can benefit organizations and individuals alike. Objectification at Work: A Review, Synthesis, and Research Agenda Author: Bibi Zhang; Swansea U. Author: Barbara Wisse; U. of Groningen Objectify Self or Seek Affirmation? How and When Employees React to Organizational Objectification Author: Diwan LI; Hong Kong Polytechnic U. Author: Katrina Jia Lin; Hong Kong Polytechnic U. Author: Wu Liu; Hong Kong Polytechnic U. Author: Huiwen Lian; Texas A&M U. Witnessed Workplace Ostracism and Organizational Dehumanization Author: Noémie Brison; U. catholique de Louvain, Psychological Sciences Research Institute Author: Constantin Lagios; Catholic U. of Louvain Author: Gaëtane Caesens; U. Catholique de Louvain When to Utilize "Human Resource"? Leader's Objectifying Behaviors Under Performance Pressure Author: Jinghao Zhang; Faculty of Economics and Business, U. of Groningen Author: Onne Janssen; U. of Groningen Author: NianNian Dong; U. of Science and Technology Beijing Offering Oneself Up for Sale: Objectification of Self and Its Implications for Creativity Author: Shiyu Yang; Texas A&M International U. Author: Jack Anthony Goncalo; U. of Illinois at Urbana-Champaign [ABSTRACT FROM AUTHOR]

Being an emerging phenomenon, crowdfunding attracts great attention, but the reasons why people participate in the project are not fully understood. Especially in China, people do not trust each other. Systematic research is lacking, though, on why people trust the fund raisers and make investment decision. This research employs a qualitative approach, performing an in-depth analysis of a single case. Drawing on the perspective of identity orientation, we develop a process model that shows how investors trust has been formed and changed in different phases of crowdfunding. Through analysis of qualitative data, we found that fund raisers social network mobilization, third-party guarantee and media coverage all help to build the initial trust of investors, extending the scope of investors from a small circle of social connections to the general public. After the initial investment, investor's identity orientation moderates the relationship between project performance/interaction strategy and investor's trust. Linking the identity orientation and trust may improve on previous models of trust building and evolution by outlining a more dynamic perspective. [ABSTRACT FROM AUTHOR]