Journal of Managerial Psychology: Volume 36 Issue 3

Performance matters: when supervisors socially accept unethical behavior

Dongqing Zhu, Zhiying Zhang, Chunzhen Wang

It is generally believed that supervisors would deter employee unethical behavior. However, drawing from social exchange theory and the theory of moral disengagement, we posit…

Identifying the optimal safety leader: a person-centered approach

Sara Willis, Sharon Clarke, Elinor O'Connor

The research aimed to uncover leader profiles based on combinations of transformational (TFL), transactional (TAL) and passive leadership (PAL) and to examine how such…

Authentic leadership and employee health: a conditional process model

Kristin Hildenbrand, Pascale Daher, Godbless Akaighe

The purpose of this paper is to examine the effect of authentic leadership (AL) on employees' health via employees' perception of climate of authenticity (PCA) across two studies…

The influence of dispositions and shared leadership on team–member exchange

Rebecca S. Lau, Gordon W. Cheung, Helena D. Cooper–Thomas

This study aims to examine two individual dispositions, propensity to trust and reciprocation wariness, as antecedents of team–member exchange (TMX) and how shared leadership…

Humble leader behavior and team creativity: the team learning perspective

Lifan Chen, Shengming Liu, Yue Wang, Xiaoli Hu

This study argues that leader humility is an important facilitator of team creativity. Based on social learning theory, the study explores a new mechanism that links humble leader…

Mentoring and newcomer well-being: a socialization resources perspective

Di Cai, Shengming Liu, Jia Liu, Li Yao, Xingze Jia

The purpose of this paper is to examine the effect of mentoring on newcomer well-being, as mediated by newcomer socialization and moderated by proactive personality.