Journal of Managerial Psychology: Volume 37 Issue 1

Servant leadership and employee voice: a moderated mediation

Yang Song, Qi-tao Tian, Ho Kwong Kwan

The purpose of this paper is to examine the effects of servant leadership on employees' promotive voice behavior and prohibitive voice behavior by focusing on the mediating role…

A dynamic process of different helping behavior: from the extended self-theory perspective

Xi Ouyang, Kong Zhou, Yuan-Fang Zhan, Wen-Jun Yin

Drawing on the extended self-theory, this study explores the dynamic process through which reactive helping could influence proactive helping through self-investment and…

More than just managerial self-efficacy: conceptualizing and predicting top managers' means efficacy about the organization under extreme events

Fengxiu Zhang, Eric W. Welch

This study extends the concept of managerial efficacy to include managerial means efficacy (MME) attributed to the utility and quality of means external to managers for performing…

Strengths use and work-related flow: an experience sampling study on implications for risk taking and attentional behaviors

Wei Liu, Dimitri van der Linden, Arnold B. Bakker

Using positive psychology theories, the authors build a model to test whether episodic fluctuations in strengths use coincide with changes in flow experiences and further predict…

How and when team reflexivity influences employee innovative behavior

Zhining Wang, Tao Cui, Shaohan Cai

Based on affective events theory, this study explores the cross-level effect of team reflexivity on employee innovative behaviors. Specifically, the authors examine the mediating…

Hindering talented employees’ internal mobility: managers’ territorial response to stress

David Kraichy, Megan M. Walsh

Integrating territoriality and the job demands-resources model, this study investigated tactics that managers use to hinder their talented employees’ internal job transfer…