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The purpose of this study is to examine how and when supervisors’ bottom-line mentality (BLM) influences workplace cheating behavior. Specifically, the authors draw upon social exchange theory (Blau, 1964) and the negative reciprocity norm (Gouldner, 1960) argument, to explain that supervisor BLM is likely related to organizational cynicism and subsequently those employees may engage in cheating behavior as a way to make things even with the organization. Furthermore, the authors theorized that organizational cynicism and supervisors’ BLM via organizational cynicism, increase cheating behavior among employees with a weak moral identity.

To test the current model, the authors collected data from 232 employees working in various Pakistani firms.

The results affirmed the authors’ moderated-mediation model. The positive indirect effects of supervisors’ BLM on workplace cheating behavior, through organizational cynicism, are moderated by employees’ moral identity.

This is the first study that examine the mediating and moderating role of organizational cynicism and employees’ moral identity in the relationship between supervisors’ BLM and workplace cheating behavior.

Organizations generally seek to achieve higher productivity and performance from employees but leave out the vital roles of engagement and communication. Employees' role at the micro, meso and macro levels cannot be ignored in organizational growth. However, the question remains: how to engage employees to reap performance benefits? This study examines how leaders' support and communication increase subordinates' engagement and performance by applying social exchange theory (SET).

Dyadic data of 249 full-time (middle-level) employees and their leaders were collected from the Indian automobile sector through a survey. After achieving the goodness-of-fit indices, the hypothesized framework was analyzed.

The authors found that employees who perceived support from their leaders were engaged, which consequently adds to their performance. Similarly, the results of moderation analysis highlighted that internal communication is a crucial factor in engagement.

By measuring employee engagement across three dimensions (cognitive, emotional, and physical), this study adds to the business communication literature and calls attention to human resource professionals to update the organization's policies to enable managers to engage their subordinates for better performance. Organizational development specialists can improve internal communication, which further enhances the relationship between leaders' support and engagement.

This study advanced the literature by discussing the marginally discussed role of internal communication in the nexus of engagement–performance. Additionally, this study contributes to our understanding of the engagement–performance nexus as an outcome of leadership.

This study examines how and under what conditions jobs involving surface acting as key employee performance requirements induce work–family conflict (WFC) and thus negatively impact employees' family lives. Drawing from stress theories, the authors modeled emotional exhaustion as a mediator and trait anxiety and education level as moderators in the surface acting–WFC relation.

Applying the time-lagged design, the authors collected data from 203 service sector employees whose jobs involved frequent interactions with customers. The authors assessed surface acting, trait anxiety and level of education at time 1, emotional exhaustion at time 2 and WFC at time 3 with a three-week time lag between each wave.

The study results confirmed that surface acting drained the emotional energies of the employees who on reaching homes were not able to attend to their family needs, thus experiencing WFC. The authors also found that employees who were high in trait anxiety and education level suffered most from emotional exhaustion and WFC.

To mitigate the harmful effects of surface acting, organizations should ensure that their employees who must perform surface acting have sufficient time off from their roles, such as regular breaks, free evenings and vacations to prevent emotional exhaustion. The authors further recommend hiring only those customer care candidates who have low tendencies to be anxious while interacting with customers.

This study integrates and extends both the emotional labor and WFC literature. This research answers the earlier calls for research on the effects of personality on WFC. Contrary to the expectation, the study reveals that a higher level of education does not buffer the impact of emotional exhaustion on WFC; it rather intensifies the harmful effect of emotional exhaustion on WFC.

Temporal leadership is a new construct that predicts team outcomes. This study examines the mediating role of shared temporal cognitions and the moderating role of time pressure in the relationship between temporal leadership and project success within sustainable construction projects.

The multi-source and multi-wave data were collected via self-administered questionnaires from teams working on sustainable construction projects. The direct and mediating hypotheses were tested using multi-level structural equation modelling, while moderated mediation hypotheses were examined by applying the bootstrap method using SPSS Process Macro.

The results showed that temporal leadership enables project success via shared temporal cognitions. Temporal leadership is most beneficial for facilitating project success via shared temporal cognitions when teams experience high time pressure.

This is the first study examining shared temporal cognitions as a mediator of the relationship between temporal leadership and project success. Also, this is the first study that considered time pressure as a boundary condition that influences the relationships between temporal leadership, shared temporal cognitions and project success within sustainable construction projects. The study provides valuable advice to project managers and project-based construction organizations about using and managing time within projects.

Employability has been studied in different disciplines (e.g. occupational health and career) and has been seen as a personal resource with overall positive outcomes. The present research investigates the behavioral implications of (perceived) employability and responds to the recent call of research that perceived employability could have not only positive but also negative behavioral implications. Furthermore, this study aims to reduce the asymmetry of data set and replication of existing results in non-Western economies.

Multinationals were taken as context to test the hypotheses, and a sample of 230 white-collar employees was drawn from fast-moving consumer goods companies. Partial least square–structural equation modeling through SmartPLS was used to analyze the data.

In light of social exchange theory, the present research identified the dark side of employability, which may impair the employer–employee relationship. Perceived employability did not relate significantly with in-role performance, nor did it correlate with organizational citizenship behavior, that is, a discretionary behavior promotes the efficient and effective functioning. However, perceived employability had a positive significant relationship with OCBI, that is, helping supervisors and coworkers with heavy workloads, as well as with counterproductive behaviors.

Employable workers have always been considered key players and an asset for organizations due to their high productivity skills. A balanced employer–employee relationship creates a mutual win; therefore, a carefully drafted human resources policy may help organizations to fulfill the needs of employable workers and reap optimal benefits in terms of productivity. Behavioral training to supervisors/managers may help to assertively deal with employees' negative behavior without further escalation.

The present study suggests a paradoxical perspective in employability – a behavior debate, which is in an initial phase where it is difficult to determine whether employable workers are productive to the organizations or not.

The increasing interest of organizations to innovate and survive in the market, combined with a decreasing level of trust in their leaders, has now led thinkers and researchers to begin exploring beyond traditional leadership theories. The literature indicates that, due to the lack of a strong and explicit moral dimension, positive leadership may be incomplete. The purpose of this study is to understand the creativity mechanism that is fostered by authentic leadership through empowerment and commitment to the supervisor.

The data of 214 employees were collected from the strategic units (product generation, customer services, marketing and sales) of all five telecoms which are currently operating in Pakistan. The parallel mediation model was used to analyze the hypothesized model.

Results confirmed that authentic leadership leverages creativity. Mediation results further confirmed that creativity increases when employees feel empowered and are committed to an authentic leader. However, contrast analysis indicated that empowerment has a stronger role in increasing creativity.

Not limited to theoretical debate, the present study emphasized that organizations improve creativity by adopting a management model which delivers moral values along with an efficient, transparent system and empowered culture. Managers should be trained to develop authentic traits so that they can then identify and address critical areas which will serve to nurture creative and innovative behavior in their followers.

Authentic leadership is an emerging concept, yet debate on authentic leadership and creativity is in the establishment phase. The present study highlights that authentic leadership is not simply a consequence of success or the development of a pool of loyal subordinates; rather, empowered leadership at all levels is at the heart of a successful organization.

Relating development control regulations to urban morphology analysis concepts is essential to deal with incremental change in existing contexts, relating urban morphology analysis to intangible factors of change such as land economics, human needs, politics and ideologies, helps protecting character and value of contexts from unguided change controlled by waves of political decisions, change of densities and land values. The first part of the paper discusses different approaches to urban morphology analysis, the need to development control regulations to protect character and value, the incremental nature of urban change, and urban morphology's non physical aspects effect on urban change. The second part of the paper reviews two case studies in France and Egypt to assess development control regulations in each case, how it affected urban change and area character, and examines whether urban morphology analysis was part of Development control regulations or not. It concludes with the evaluation of the second case, and the development of a frame work linking non physical factors affecting incremental change with morphological studies, showing the need to relate development control regulations to morphological analysis of town's form and non physical variables affecting form change to guide positively incremental change.

Drawing upon social cognitive theory (SCT), the authors aimed to examine the relationship between supervisors' knowledge-oriented leadership (KOL) style and knowledge workers' performance. The authors further investigated the conditional indirect effects of KOL on workers' performance through knowledge management (KM) engagement at different levels of workers' empowerment.

The authors used a time-lagged field survey and collected data from 212 knowledge workers and their 72 supervisors working in 15 knowledge-intensive firms across Pakistan.

The results showed that supervisors' KOL positively affected knowledge workers' performance both directly and through KM engagement. Similarly, the effect of KM engagement on workers' performance was stronger for those who experienced higher levels of empowerment. Finally, the indirect effects of KOL on workers' performance through KM engagement were stronger for higher levels of empowerment.

The study provided theoretical implications, specifically in a non-Western work context where KOL is relatively less explored. Additionally, the authors examined the concept of empowerment, using SCT, as a boundary condition, providing evidence for empowerment as a contingency factor that fosters employees' performance.