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The purpose of this study is to explore the relationship between ambidextrous leadership and sustainability performance. In addition, this study also discusses how ambidextrous leadership affects sustainability performance through employees' green creativity and green product innovation.

This study obtained research data from a questionnaire survey of 307 manufacturing enterprise leaders in China and used regression and bootstrap analysis to test the research hypotheses.

(1) Ambidextrous leadership positively influences sustainability performance. (2) Employees' green creativity mediates the relationship between ambidextrous leadership and sustainability performance. (3) Green product innovation also mediates the relationship between ambidextrous leadership and sustainability performance. (4) The intermediary chain constructed by employees' green creativity and green product innovation has serial mediation effects on the relationship between ambidextrous leadership and sustainability performance.

This study contributes to the literature on leadership and corporate sustainability by clarifying the relationship between ambidextrous leadership and sustainability performance. Meanwhile, this study reveals the influence mechanism of ambidextrous leadership on sustainability performance by analyzing the serial mediation effects of employees' green creativity and green product innovation.

With the analysis of the causes of corruption, this study aims to investigate specific anti-corruption measures that can be implemented to reform the political system and the social climate of China.

This study examines 97 severe corruption cases of high-ranking officials in China, which occurred between 2012 and 2015. As this insinuates that both institutional and social corruption are major problems in China, the analysis delves into multiple facts of corruption, including different types, four primary underlying causes, and suggestions regarding the implementation of three significant governmental shifts that focus on investigation, prevention tactics and legal regulations.

China’s corruption is not only individual-based but also it has developed into institutional corruption and social corruption. Besides human nature and instinct, the causes of corruption can be organised into four categories, namely, social customs, social transitions, institutional designs and institutional operations. For the removed high-ranking officials, the formation of interest chains was an important underlying cause behind their corruption.

This study makes a significant contribution to the literature because this study provides a well-rounded approach to a complex issue by highlighting the significance of democracy and the rule of law as ways to regulate human behaviour to combat future corruption.

To reveal the effective ways for leaders to motivate employees' innovative behaviour in complex environmental situations, the leadership rapport orientation is subdivided into two types of values-based/instrumental rapport orientation. The mechanism of supervisor developmental feedback in mediating between leadership rapport orientation and employees' innovative behaviour and the moderating effect of ambidextrous environments is explored. This paper aims to discuss the aforementioned objective.

Leadership rapport orientation is divided into value-based and instrumental rapport orientation to reveal effective ways for leaders to motivate employees' innovative behaviour in complex environmental situations.

The results show that the values-based (instrumental) rapport orientation of leaders impacts employees' innovative behaviour positively (negatively).

Leaders' values-based/instrumental rapport orientation indirectly influences employees' innovative behaviour through supervisor developmental feedback, which positively moderates the relationship between the values-based or instrumental rapport orientation of leaders and employees' innovative behaviour and further moderates the partially mediating role of supervisor developmental feedback between leaders' values-based/instrumental rapport orientation and employees' innovative behaviour.