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This study examines the effects of an inclusive psychological climate on leader inclusion, workgroup inclusion, and employee outcomes (trust in organization and organizational identification). Leader inclusion and workgroup inclusion are explored as both direct and serial mediators in the psychological climate to outcome relationships.

Data from 336 employees in 55 teams were collected at two time points from an educational media company in China.

Results from multi-level modeling suggest that, for employees, the inclusive psychological climate to trust relationship has both direct and indirect effects, including a serially occurring indirect effect through leader inclusion and workgroup inclusion. For the inclusive psychological climate to organizational identification relationship, there were only indirect effects, including a serially occurring indirect effect through both leader inclusion and workgroup inclusion.

These results suggest the value of an inclusive psychological climate for setting the stage for more localized inclusion experiences through the leader and the workgroup. These inclusionary work environments promote social exchange as shown by employer trust and social identification with the organization.

This study examines the combined and serial effects of an inclusive psychological climate, leader inclusion, and workgroup inclusion on outcomes that represent a deep connection with the organization (organizational trust and organizational identification).

This study aims to examine the ramifications of an unfavorable public incident resulting from an organizational leader’s transgression on member outcomes and their intentions to purchase associated symbolic products as gifts. This study also considers how members’ attributions of organizational control affect the relationship between members’ organizational identification and their purchase behavior.

The study applies a longitudinal design involving two rounds of data collection over two years to examine a case of leadership transgression. Using the customer panel of a privately owned retailer, sorority members were surveyed before and after an unfavorable public incident involving their president. This study applied t-tests of mean differences and regression analyses to test the hypotheses.

After the leader’s transgressions were publicized, sorority members exhibited lower levels of cognitive organizational identification, satisfaction with the organization and purchase intention of organizational gifts. The association between cognitive organizational identification and gift purchase intentions was stronger after the incident. Further, controllability attributions positively moderated the association between cognitive organizational identification and the intended purchase quantity of organizational products after the incident.

The sample limits the generalizability of the findings, as the study is conducted on one case of a leader’s transgression in an identity-based organization (IBO).

The findings imply that efforts to repair customer identification should be taken rather than satisfaction enhancement when a leader of an IBO commits a public transgression.

To the best of the authors’ knowledge, this is the first study to apply identity threat theory to understand how an organizational leader’s public transgression affects member outcomes and purchasing. The findings imply that it is critical to repair members’ identification when these situations arise. The use of a real case and a longitudinal research design are rare contributions to this research stream.

Based on self-regulation theory, this study aims to investigate the relationship between authentic leadership and help-seeking behavior, as well as the mediating effect of proactive goal regulation and the moderating effect of leader identification.

We conducted a questionnaire survey on 489 employees from 94 teams and tested our research model through multi-level pathway analysis.

The analysis results suggest that (1) authentic leadership positively relates to employees’ proactive goal regulation; (2) employees’ proactive goal regulation positively relates to their autonomous (dependent) help-seeking behavior; (3) employees’ proactive goal regulation plays an intermediary role between authentic leadership and help-seeking behavior; (4) leader identification positively moderates the influence of authentic leadership on employees’ proactive goal regulation and (5) leader identification positively moderates the indirect relationship between authentic leadership and employees’ help-seeking behavior through employees’ proactive goal regulation.

Based on the findings of this study, organizations should foster authentic leadership in workplace to promote employees’ help-seeking behavior. In addition, managers should also attach importance to proactive goal regulation in promoting help-seeking behavior and leader identification in enhancing the positive influence of authentic leadership on employees’ proactive goal regulation.

This study finds that proactive goal regulation plays a key mediating role between authentic leadership and help-seeking behavior, and reveals the role of leader identification in reinforcing the positive impact of authentic leadership on help-seeking behavior.

This study aims to identify the intermediate psychological mechanism – organizational identification – that links authentic leadership with follower’s organizational citizenship behavior (OCB). Moreover, it examines the moderating role of perceived organizational support (POS) in the relationship between authentic leadership and organizational identification.

This study uses a cross-sectional research design involving 356 employees from diverse corporations in South Korea. Data were collected using a structured questionnaire to measure perception of authentic leadership, organizational identification, POS and OCB.

The results indicate that organizational identification significantly mediates the relationship between the perception of authentic leadership and follower’s OCB. Furthermore, POS acts as a moderating variable, strengthening the relationship between authentic leadership and organizational identification. Specifically, followers who perceive strong support from their organization are more likely to develop a robust sense of organizational identification under authentic leadership, which in turn, enhances their OCB.

This study offers a novel integration of social identity theory and organizational support theory to examine how authentic leadership influences follower’s OCB. It is among the first to introduce organizational identification as an intermediary in this context and to investigate the moderating effect of POS. The findings provide valuable insights for managers aiming to cultivate a workplace culture that fosters organizational identification and citizenship behaviors, thereby enhancing organizational effectiveness. Future research directions are also highlighted.

Drawing on the job demands-resources theory (JD-R), this study aims to discuss the relationship between paradoxical leadership and job crafting (approach and avoidance), considering the moderating role of overwork climate and organisational identification in two cultural context (China and Poland).

The research was conducted on employees from diversified organisations in two different cultural context: China (N = 408) and Poland (N = 400). Statistical verifications of the three-way interaction effect were conducted with Jamovi version 2.3 and multigroup analysis with SPSS AMOS version 29.

The results showed that employees who perceive high levels of paradoxical leadership and overwork climate as well as possess a high level of organisational identification engage stronger in job crafting, both approach and avoidance. Moreover, the results demonstrated that the dimensions of culture: individualism-collectivism moderate the relationship between the variables tested, in such a way that the relationship is stronger with the lower level of individualism.

This study has two limitations: its cross-sectional design and the use of self-reported questionnaire data.

The study expands knowledge of the relationship between paradoxical leadership and job crafting in two different cultural contexts.

Leadership research has traditionally focused on formal leadership; however, leaders may emerge in informal settings in self-managed teams, and little is known about who emergent leaders are and what their characteristics are. This study investigates emergent leaders' behaviors, roles, skills, and leadership style, drawing on a multi-method approach.

We first identify emergent leaders using social network analysis and aggregation approaches. Second, we investigate emergent leaders' characteristics using interviews with forty agile team members in five organizations.

Results indicate different roles of emergent leaders (i.e. coach, liaisons), leadership styles (i.e. supportive), skills (i.e. culturally intelligent, strategist), and influencing factors (i.e. personality, technical knowledge, social circle).

We contribute by identifying emergent leaders through multiple identification methods (i.e. network analysis, aggregation), and then through identifying their various characteristics, we contribute to leadership literature as well as idiosyncrasy-credit theory. We also add to agile-leadership theory, showing that multiple informal leaders may emerge within agile teams. Finally, our findings have practical implications for self-managed teams, informal group settings, organizational change professionals, and organizations with horizontal structures.

The study aimed to test the validity and reliability of the Polish version of the identity leadership inventory (ILI) proposed by Steffens, Haslam, Reicher et al. (2014) and to confirm the relationship between identity leadership and various job-related outcomes (i.e., trust in leaders, job satisfaction, work engagement and turnover intentions) among employees from Poland-based organizations. Identity leadership appears to be a universal construct (van Dick, Ciampa, & Liang, 2018) but no one has studied it in Poland so far.

The sample consisted of 1078 employees collected in two independent subsamples from different organizations located in Northern and Central Poland. We evaluated the ILI’s factorial structure using confirmatory factor analysis.

The results confirm that the 15-item Polish version of the ILI has a four-dimensional structure with factors representing prototypicality, advancement, entrepreneurship and impresarioship. It showed satisfactory reliability. The identity leadership inventory-short form (four items) also showed a good fit with the data. As expected, the relationships between identity leadership and important work-related outcomes (general level of job satisfaction, work engagement, trust toward the leader and turnover intentions) were also significant.

Despite the cultural specifics of Polish organizations, the research results were generally very similar to those in other countries, confirming the universality of the ILI as shown in the Global Identity Leadership Development project (GILD, see van Dick, Ciampa, & Liang, 2018; van Dick et al., 2021).

With the popularization of sustainable concepts, how to transform into a sustainable supply chain has received widespread attention in practice. Under this circumstance, this paper aims to propose a theoretical framework of sustainable supply chain transformation (SSCT) from a perspective of resource identification and utilization, investigates resources/capabilities that can be used to promote SSCT and explores how to use resources/capabilities to achieve SSCT effectively.

An inductive multi-case analysis is applied to this paper. Four state-owned/non-state-owned enterprises from the manufacturing sector are selected as the research objectives, which are all leaders in the industry based on the 2022 China TOP 500 Enterprises Ranking. Meanwhile, to guarantee the diversities of enterprises, the four selected enterprises are respectively positioned in upstream and downstream of the supply chain.

A theoretical framework of SSCT is proposed with following research findings: (1) Technology resources, facilities and equipment resources, and business process reengineering capability are the key resources/capabilities to promote SSCT. (2) From the supply chain structure perspective, there exists a leader-participant structure in SSCT. The enterprise with dominant resources/capabilities should actively transfer to a SSCT leader. From the supply chain function perspective, specific sustainability assessment indicators and special teams are two necessary settings for SSCT. From the supply chain lifecycle perspective, SSCT should be promoted in a phased manner and dynamically adjusted in each stage. (3) Digital transformation degree and enterprise ownership play a moderating role in the implementation of strategies.

This paper proposes a conceptual framework of SSCT based on the resource orchestration perspective, which provides decision support for enterprises in practice.

This paper aims to explore the integration challenges during the early stages of implementation of value streams as team aggregation structures as a novel organizational construct in a modern organization.

We use an immersive ethnographic approach to follow the transition to value streams as team aggregation structures in a large organization during the first three years of implementation. We integrate systematic observations with interviews to get insights into the dynamics of change and the most important challenges faced by the organization during this transition.

We integrate systematic observations collected during the organizational change with insights from interviews carried out with managers to provide tentative answers to some key questions related to the implementation of multiteam systems. We reflect on their performance, entitativity, autonomy as well as on the satisfaction of their members.

We discuss some of the most important managerial challenges during the transition to value streams as novel organizational constructs and we derive some actionable insights for team and value stream managers leading such change processes.

Our study provides a rich account of the first stages of implementing an organizational design that brings together different teams in organizational structures that are focused on the value provided to customers.

Teachers’ organisational identification is crucial for the success of educational reform in the change process. This study investigates how and under what conditions authentic principal leadership contributes to teachers’ organisational identification.

Data collected from 7907 public high school teachers across Türkiye were analysed using bootstrapping method. This research tested a moderated mediation model of authentic principal leadership effects on teachers’ organisational identification by incorporating teacher academic optimism as a mediator, and teacher collective responsibility as a moderator.

Results revealed significant direct and indirect effects of authentic principal leadership on the teachers’ organisational identification via teacher academic optimism. Teacher collective responsibility significantly moderated the effects of authentic principal leadership on both teacher academic optimism and on teachers’ organisational identification. The positive effects of authentic principal leadership were strengthened when the collective responsibility was higher.

This study integrates authentic leadership theory with social identity theory, which provides a more theoretically accurate understanding of how authentic principal leadership influences teachers’ organisational identification.