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A promising high-voltage spinel oxide cathode material MgCrMnO4 with 18% Mg/Mn inversion was synthesized successfully. A new custom operando battery device was designed to study the cation migration mechanisms of the MgCrMnO4 cathode using 0.1 M Mg(TPFA)2 electrolyte dissolved in triglyme and activated carbon as the anode. For the first time in multivalent batteries, high-quality operando diffraction data enabled the accurate quantification of cation contents in the host structure. Besides the exceptional reversibility of 12% Mg2+ insertion in Mg1-xCrMnO4 (x ≤ 1), a partially reversible insertion of excess Mg2+ during overdischarging was also observed. Moreover, the insertion/extraction reaction was experimentally shown to be accompanied by a series of cation redistributions in the spinel framework, which were further supported by density functional theory calculations. The inverted Mn is believed to be directly involved in the cation migrations, which would cause voltage hysteresis and irreversible structural evolution after overdischarging. Tuning the Mg/Mn inversion rate could provide a direct path to further optimize spinel oxide cathodes for Mg-ion batteries, and more generally, the operando techniques developed in this work should play a key role in understanding the complex mechanisms involved in multivalent ion insertion systems.

Extending current bottom-line mentality research, this paper provides a new theoretical perspective for examining the how and when supervisor bottom-line mentality (i.e., supervisors who solely focus on bottom-line attainments at the expense of other priorities) is related to employee exhaustion. Drawing on self-determination theory, it is proposed that supervisor bottom-line mentality is positively related to external regulation and negatively related to intrinsic motivation, both of which can further predict employee exhaustion. Leader-member exchange is also proposed as a boundary condition that prevents the negative relationship between supervisor bottom-line mentality and intrinsic motivation but enhances the positive relationship with external regulation. Data collected at three time points from 251 employees in China provide support for most hypotheses, except the relationship between supervisor bottom-line mentality and intrinsic motivation. The proposed negative relationship was only significant after including control variables. Theoretical and practical implications are discussed and directions for future research are provided. [ABSTRACT FROM AUTHOR]

With the recent COVID-19 pandemic, among other crises (e.g., Russia–Ukraine conflicts and recession projections) threatening organizations' financial conditions across the globe, supervisors may not only encounter challenges such as job cuts that test their ethical leadership, but also experience financial insecurity themselves. However, our knowledge of why and when supervisors' ethical leadership behaviors may be affected in such a situation remains quite limited. In this research, we draw on uncertainty management theory (UMT) to examine the potential influence of financial insecurity on ethical leadership. Specifically, we suggest that financial insecurity triggers anxiety in supervisors, which inhibits their demonstration of ethical leadership. We also propose organizational pay fairness as a boundary condition for this process, such that supervisors who perceive their pay as fair are less susceptible to the anxiety resulting from financial insecurity than those who perceive their pay as unfair. Results from two multi-source, multi-wave studies supported our hypothesized model. We conclude by discussing the theoretical and practical implications of our findings. [ABSTRACT FROM AUTHOR]

Promotions, as a part of organizational incentive and reward systems, can motivate employees to perform well and to increase commitment to their firms. But very little is known about why and when promotion failure influences employees' subsequent responses. Integrating social‐cognitive theory and the cognitive appraisal theory of emotion in justice literature, we investigated the effect of promotion failure on employees' work engagement through cognitive and emotional processes and the moderating effects of perceived promotion fairness. Employing two survey studies (Study 1 and Study 2) and an experimental study (Study 3), we found that: (1) promotion failure was negatively related to self‐efficacy and positively associated with anger; (2) promotion failure was negatively related to work engagement through reduced self‐efficacy and elevated anger; (3) promotion perceived to be fair amplified the negative effect of promotion failure on employee self‐efficacy but mitigated its influence on anger; (4) promotion fairness perception strengthened the indirect negative relationship between promotion failure and work engagement through self‐efficacy but weakened this indirect relationship via anger. Our work contributes to promotion and justice literature and enlightens practitioners about how to manage promotion practice. [ABSTRACT FROM AUTHOR]

Parent-teacher partnership is associated closely with adolescents' development. However, little is known about the association between parent-teacher partnership and Chinese high school students' development. Therefore, this study examines whether and how parent-teacher partnership (objective contacts and subjective relationship quality) relates to high school students' academic, career, and personal/social development among a national representative sample of 4,606 high school teachers from 61 high schools across 10 provinces of Mainland China. Both parent-teacher contacts and relationship were related to high school students' development across all three domains (i.e., academic, career, and personal/social development). Parent-teacher relationship was more closely related to students' developmental outcomes than parent-teacher contacts. Parent-teacher contacts were associated directly and indirectly with students' developmental outcomes via parent-teacher relationship and teacher-student relationship. Implications for future studies and practice were discussed.

Summary: Peer voice endorsement is widespread in the workplace. Drawing on social information processing theory and sociofunctional view, this paper proposes that observers' (both negative and positive) psychological and behavioral responses to peer voice endorsement depend on their instrumental attribution for peer voice. Specifically, when observers have a higher level of instrumental attribution, peer voice endorsement is more positively associated with status threat, in turn affecting observers' negative gossip. When observers have a lower level of instrumental attribution, peer voice endorsement is more positively associated with perceived peer competence, which in turn affects observers' role modeling proactive behavior. These results are largely supported by data from a multi‐wave field study and two experimental designs. The theoretical and practical implications of this study and future research directions are presented. [ABSTRACT FROM AUTHOR]