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The purpose of the study is to examine the crossover effect of leader's role overload on employee's negative affect. More importantly, the stuy will identify the buffering role of self-concordance goal on the relationship between leader's role overload and employee's negative affect.

The study builds the crossover impact of leader's role overload on employee's negative affect as well as the moderating effect of self-concordance goal. By a two-wave and paired data from 51 leaders and 225 employees, the study examines the hypothesis using cross-level analysis.

Results show that leader's role overload tends to reduce negative affect for employees who pursue high-level self-concordance goal and increase negative affect for employees who pursue low-level self-concordance goal.

It is important for employees to get rid of negative affect in the workplace. The study informs managers the benefits of pursuing self-concordance goals in helping employees alleviate the negative effect of leader's role overload.

Findings of the present study can enrich the literature of the crossover process from leader to employee and offer management strategy for enterprises about how to buffer the damaging effect of leader's role overload on employees.

Drawing on conservation of resources theory, this study aims to examine how employees’ experiences of excessive workloads may direct them away from efforts to share knowledge with other organizational members, as well as the circumstances in which this process is more or less likely. To untangle the process, the authors predict a mediating role of job dissatisfaction and moderating roles of two complementary resources that help employees cope with failure: resilience as a personal resource and organizational forgiveness as an organizational resource.

Survey data were gathered from employees of an organization that operates in the construction retail sector. The Process macro provides an empirical test of the moderated mediation dynamic that underpins the proposed conceptual framework.

The statistical findings affirm that an important channel through which employees’ perceptions that their work demands are unreasonable escalate into a diminished propensity to share knowledge is their lack of enthusiasm about their jobs. Their ability to recover from challenging work situations and their beliefs that the organization does not hold grudges against people who commit mistakes both mitigate this harmful effect.

For organizational practitioners, this research shows that when employees feel frustrated about extreme work pressures, the resource-draining situation may escalate into diminished knowledge sharing, which might inadvertently undermine their ability to receive valuable feedback for dealing with the challenges. From a positive perspective, individual resilience and organizational forgiveness represent resources that can protect employees against this negative spiral.

This study explicates an unexplored harmful effect of strenuous workloads on knowledge sharing, which is explained by employees’ beliefs that their organization fails to provide satisfactory job experiences. This effect also is mitigated to the extent that employees can draw from valuable personal and organizational resources.

This study aims to investigate the influence of restaurant manager’s emotional intelligence (EI) and manager support on service employees’ attitudes and performance by applying affective event theory.

The multi-level research approach incorporates three different levels of analysis: employees’ job satisfaction and service performance; manager’s EI and support; and) restaurant unit level service under pressure. Data were collected from wait staff employed in full-service restaurants in the southeastern region of the USA. This research uses the hierarchical linear model to process the survey data.

The findings indicate that manager EI and support have a significant impact on employees’ job satisfaction, and further leads to high levels of service performance. The moderating effect of service under pressure between leader’s EI and employees’ job satisfaction is not statistically significant.

Results suggest practical management implications to restaurant managers and frontline service employees. This study’s research findings imply management training and development programs should help managers regulate their own and better understand service employees’ emotions. Findings further highlight the important role manager support has upon employee’s job satisfaction and frontline service performance.

The present study offers a comprehensive perspective to better understand the variation of employees’ job satisfaction that arises from three different sources: between individuals, between teams and between restaurants. The findings also provide new insight into EI scale development.

The purpose of this research is to examine the positive relationship between leader's boundary-spanning behavior and employee creative behavior. Moreover, the research investigates a three-way effect by exploring leader's boundary-spanning behavior, need for status and creative self-efficacy on employee creative behavior.

The authors conducted a cross-sectional survey involving 260 supervisor-subordinate dyads from various companies in South Korea. The research tests the hypotheses through a hierarchical regression analysis.

The authors provided empirical evidence that leader's boundary-spanning behavior positively related to employee creative behavior. Moreover, the result demonstrated that the effect of leader's boundary-spanning behavior on creative behavior was the strongest in the context of high need for status and high creative self-efficacy.

The research contributes to the three streams of literature on boundary spanning, creativity, and leadership by exploring leaders' boundary-spanning behavior, employees' need for status, and employees' creative self-efficacy.

The findings suggest that organizations should promote leaders' boundary-spanning behavior, thereby enhancing employees' creative behavior. Also, the study highlights the critical role of individual factors, such as the need for status and creative self-efficacy, and situational factors that determine the level of creative behavior.

Integrating the componential model of creativity and the interactionist perspective of creativity, this research examines the positive influence of leaders' boundary-spanning behavior on creative behavior. Furthermore, the research exhibits how leader's boundary-spanning behavior, need for status and creative self-efficacy could develop creative conditions to promote employee creative behavior.

Under the tenets of conservation of resources and role theories, this study has aimed to draw up and test a moderated-mediation model. The model postulates job burnout (JB) as a mediator between role stress (RS) and organizational commitment (OC) while transformational leadership (TFL) as a moderator to such mediation.

For this cross-sectional study, multisource field data from the service industry was collected using a convenient sampling procedure. A total of 354 employees participated in the anonymous survey. The proposed model of the study was tested with a hierarchical regression approach using Hayes PROCESS macro.

The data fitted best for the four-factor measurement model of the study. Afterward, the authors found that RS directly affected employees’ perception of OC. The relationship between RS and OC was partially mediated by JB. The authors ascertained the transformational leader’s buffering role between the RS-JB relationship and the transformational leader’s contingent indirect effect as well.

This research is a first-of-its-kind investigation into enlightening the direct and indirect link via JB between RS and OC and the moderating effect of TFL on such indirect effect in a rarely studied organizational setting of a developing country.

This chapter utilizes a network perspective to show how the totality of one’s social connections impacts well-being by providing access to resources (e.g., information, feedback, and support) and placing limits on autonomy. We provide a brief review of basic network concepts and explain the importance of understanding how the networks in which leaders are embedded may enhance or diminish their well-being. Further, with this greater understanding, we describe how leaders can help promote the well-being of their employees. In particular, we focus on four key aspects of workplace networks that are likely to impact well-being: centrality, structural holes, embeddedness, and negative ties. We not only discuss practical implications for leaders’ well-being and the well-being of their employees, but also suggest directions for future research.

For work organizations and their members, establishing and maintaining mutually satisfying employment relationships is a fundamental concern. The importance that scholars attach to employment relationships is reflected in research streams that explore the optimal design of strategic human resource management systems, the nature of psychological contract fulfillment and violation, and the factors associated with achieving person-environment fit, among others. Generally missing from theory and research pertaining to employment relationships is the perspective of individuals who reside at the employee-employer interface – managerial leaders. We argue that, for managerial leaders, a pervasive concern involves the tangible and intangible resource requirements of specific employees. We then provide the groundwork for study of the leader’s perspective on employment relationships by proposing a model that identifies how employees come to be perceived as low versus high maintenance and how these perceptions, in turn, influence leader cognition, affect, and behavior.

Expanding on the research of the antecedents of abusive supervision, this study aims to explore supervisor role overload as a supervisor-level predictor of abusive supervision. Based on transactional stress theory, the authors investigate role overload that is appraised as a challenge or a hindrance stressor by supervisors, leading to pleasant or unpleasant feelings, respectively. The authors propose that, based on their appraisal, these feelings of supervisors act as a mediating mechanism that can facilitate or inhibit their abusive behaviour at work. Additionally, the authors posit emotional intelligence (EI) as a key moderator in helping supervisors manage the negative feelings arising from perceiving role overload as a hindrance and preventing them from demonstrating abusive supervision.

To test the proposed moderated mediation model, the authors collected two-wave data from middle-level supervisors or managers from several organisations located in the Eastern Province of Saudi Arabia (N = 990).

The results largely support the hypothesised relationships and show that depending on supervisor appraisal, role overload can generate pleasant or unpleasant feelings in supervisors and, consequently, impede or facilitate abusive supervision. They also shed light on the moderating effect of EI, in that supervisors scoring high on EI are better equipped to deal with unpleasant feelings arising from role overload and effectively manage their workplace behaviour, that is, to avoid abusive behaviours.

Role overload can have different impacts on employees: on the one hand, there is a potential for growth, which entails drive and enthusiasm; on the other hand, it could feel like an unsurmountable mountain for employees, leading to different forms of anxiety. Because what we feel is what we project onto others, supervisors experiencing unpleasant feelings cannot be the best leader they can be; even worse, they can become a source of negativity by displaying destructive behaviours such as abusive supervision. The corollary of something as minor as an interaction with a leader experiencing unpleasant feelings could have a ripple effect and lead to adverse outcomes for organisations and their employees. This study explores the different perceptions of role overload and the subsequent feelings coming from those perceptions as supervisor-level predictors of abusive supervision. While it is not possible to objectively put a different lens inside the minds of supervisors when they face stressors at work, to feel pleasant or unpleasant, they can be trained to manage their negative feelings and keep their behaviours in check. Particularly, training managers to be more emotionally intelligent can help them not only achieve growth by overcoming challenges at work but also acknowledge and adapt their feelings to keep their behaviours in the workplace positive. In practical terms, this research can provide organisations with the knowledge required to nip the problem of abusive supervision in the bud, as prevention is always better than cure.

To complement previous research on team performance, the purpose of this paper is to analyze the development of team performance and top management approval at the team level. In the proposed model, team performance and top management approval are influenced by the team leader’s charisma, teamwork exhaustion, and goal clarity via the full mediation of team planning. The effects of the leader’s charisma and goal clarity on team planning are moderated by teamwork exhaustion.

Empirical testing of this model based on hierarchical regression modeling, by investigating team personnel in high-tech firms, confirms the applicability of team planning among these firms’ work teams.

A team leader’s charisma and goal clarity positively relate to team planning, while teamwork exhaustion is not associated with team planning. Team planning further positively relates to team performance and top management approval, respectively. A team leader’s charisma negatively moderates the relationship between teamwork exhaustion and team planning, while goal clarity positively moderates the relationship between teamwork exhaustion and team planning.

While previous literature has focused in depth on team planning and its antecedents and outcomes, there still exists an important gap regarding potential moderation in the formation of team planning. This study provides some important findings that complement previous literature by examining three fresh exogenous determinants for explaining team planning, their interaction effects, and how they indirectly relate to team performance and top management approval via the full mediation of team planning.

What happens when leaders are unable to keep leading? Leaders are often expected to be enthusiastic, innovative and help lead their organization forward. However, sometimes they can find themselves so emotionally and physically depleted that they are unable to function, even at the most basic level. Years of stress, heavy responsibilities, personal issues and unhealthy work hours can take a toll in the form of ‘burnout’. The battery is flat and the car cannot start. There are many contributing factors to burnout. It comes at a high cost to the leader, his family and his organization. This chapter will look at the nature of burnout and examine how the leader’s personality, work role, leadership style and life experiences can all contribute to the development of this condition. The impact of burnout, pathways to recovery and some preventative measures will also be examined combining current research findings with the author’s own experience of burnout. This chapter aims to highlight the need for leaders to look after themselves and for organizations to help support their leaders in an effective way. Although recovery from burnout may be a difficult and long journey, leaders can regain their strength and motivation and return to the role stronger and with more effective coping strategies.