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Motivation constitutes a central topic for business management, because of its critical impact on job performance. Therefore, understanding whether and how the style of leadership adopted by leaders in organizations promotes and maintains employee motivation is of great interest to both scholars and practitioners. Drawing on self-determination theory, this study investigates how ethical and emotional styles of leadership influence employee motivation and thus job performance.

An empirical study was conducted in the public sector in Kuwait. About 607 employees participated in this study. Structural equation modeling techniques were used for testing the causal relationships between constructs.

Results of our study indicate that both ethical and emotional leaderships enhance employee motivation. Furthermore, employee motivation has a positive impact on job performance. The results also show that job performance exerts a negative effect on quitting intentions. Finally, interest in the private sector moderates the job performance–quitting intentions relationship.

These findings provide theoretical contributions to the extant literature, as well as important practical implications for managers.

This study demonstrates the role of both ethical and emotional leaderships in shaping employee behaviors. To the best of our knowledge, this research is among the few that provides initial evidence regarding quitting intentions as an outcome of the impact of ethical and emotional leaderships on employee motivation and individual performance in Kuwait.

Previous research has emphasized how leadership style and collegial relationships can foster creativity in the workplace; in a related sense, understanding how support from leaders and coworkers affect the creativity process is critical too. Therefore, the purpose of this paper is to seek a deeper understanding of how leadership support and coworker support influence employee creativity.

A quantitative study was conducted among 299 employees working at eight organizations in a non-western country.

The results of this research revealed that both leadership support and coworker support exert positive influences on employee creativity, moderated by several additional variables. Specifically, employee engagement and tenure both strengthen the relationship of leadership support with employee creativity. Furthermore, individual creativity has a positive impact on job performance.

These findings offer theoretical and practical implications, as well as directions for further research

This research examined the impacts of leadership support and coworker support on employee creative behavior and individual performance. To better understand the nature of these impacts, the authors introduced two moderators such as employee engagement and tenure. To the best of our knowledge, there are no empirical evidences regarding whether and how leadership support and coworker support interact with employee engagement and tenure to influence employee creative behavior and individual performance.

The purpose of this paper is to develop and empirically test a model in which antecedents of creativity are hypothesized to lead to enhance employee creativity and, subsequently, to increase innovative performance outcomes. Leader–member exchange (LMX) is posited as a moderator of the leader encouragement of creativity and employee creativity relationship.

This study is based on a sample of 163 employees working in various service organizations in Kuwait and pursuing an MBA. Structural equation modeling techniques with AMOS software were used to assess the relationships between the different constructs.

The findings show that all creativity antecedents are positively and significantly related to individual creativity, except for leader encouragement of creativity and perceived organizational support. The results show also that LMX mediates the relationship between leader encouragement of creativity and individual creativity, and that intrinsic motivation moderates the relationship between perceived organizational support and individual creativity.

This study has several limitations including a small sample size, cross-sectional design, same-source bias and one point in time data. Future studies could examine these findings in different settings, use longitudinal design and capture a full range of creativity antecedents,

This study is the first to theorize and identify antecedents that promote individual creativity in a collectivist context (i.e. Kuwait). Moreover, this study is unique in that we predict that employee creativity is a mediating mechanism that can explain the link between creativity antecedents and creativity outcomes.

Over time, there has been a rise in deviant behavior among hotel employees. This scenario motivates researchers and practitioners to address the issue. The study aims to examine the influence of socio-psychological factors (abusive supervision, workplace ostracism, work-family conflict and emotional exhaustion) on workplace deviance (interpersonal and organizational deviation) in the hotel industry with the moderating effect of interpersonal justice and perceived organizational support.

We gathered data from 416 employees in the hotel industry by employing a convenience sampling method and administered structured questionnaires. Subsequently, we conducted data analysis using structural equation modeling (SEM).

Results showed that abusive supervision had a direct impact on work-family conflict, emotional exhaustion and interpersonal and organizational deviation; similarly, workplace ostracism had a positive impact on work-family conflict, interpersonal and organizational deviation, but it did not significantly impact emotional exhaustion. Finally, interpersonal justice had significant moderators between abusive supervision and interpersonal and organizational deviation.

This study contributes to the extent of research on the antecedents of interpersonal and organizational deviance and the mediating roles of work-family conflict and emotional exhaustion. Secondly, this research developed an integrated conceptual framework for categorizing the causes of interpersonal and organizational deviance by checking the mediation effect of work-family conflict (WFC) and emotional exhaustion (EE). Perceived organizational support (POS) and interpersonal justice (IPJ) as moderators, which is an addition to earlier works in this field of research.