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The study aims to explore ‘motivational climate', which designs the recurring patterns associated with employees' attitudes, behaviour, and feelings. If organizations successfully adopt a motivational climate, such climate influences the performance and behavior of employees to a great extent. Responsible leadership plays a constructive role in injecting a motivational climate in an organization to ensure information flow. In a motivational climate, top management or leaders reward their employees for individual progress, improvement and mastery. Knowledge sharing is supported in a mastery climate because such a climate can reduce the motive of knowledge hiding and instead further help in stimulating creativity.

Study was to scrutinize a moderated-mediation model, a quantitative hypothetic deductive approach to verify the hypotheses of the study. The data were gathered from employees and supervisors of advertising agencies and marketing departments in metropolitan cities of Punjab, Pakistan. Such firms and departments are considered because they offer a great opportunity to relevant variables and their relations. These organizations and departments are the most creativity-seeking domains and involve frequent interactions (for instance, regular meetings) between leaders with their employees and among peers. Data were primarily gathered from managerial employees performing their duties in the areas mentioned above.

Current study reveals that RL has a positive and significant relation with employee creative behaviour. Increasing RL characteristics can ultimately boost employee performance in the creativity domain. Being a responsible leader becomes mandatory for leaders to foster employee creativity to maintain the sustainability of an organization. It is confirmed from the results that responsible leadership articulates the mind thinking of employees, which creates an open environment of information while persuading creative and similar behaviour.

The current research investigates how responsible leadership can efficiently leverage the stakeholder approach in influencing employees through a knowledge-based pathway to boost their creative behaviour. The current study tends to uncover the mediating effect of the basic construct of knowledge management, which is knowledge sharing. Knowledge sharing enables employees to exchange their information while creating mutual understanding, which helps in the smooth flow of knowledge within the organization; this flow enriches employees to think openly in a creative and appreciative environment.

The purpose of this study was to advance research on work-related well-being and age by using a life-span approach to investigate the relationship between mastery goal orientation and work engagement during various age periods. The authors further tested whether a perceived motivational climate moderated the proposed relationships, and whether the nature of the moderation differed between age groups.

The authors utilized a two-wave, web-based questionnaire survey and collected data from 838 employees in the financial sector in Norway. Multiple regressions and PROCESS macro were used to test these hypotheses.

The authors found that both work engagement and mastery goal orientation differed across age groups and that the relationship between mastery goal orientation and work engagement was stronger for older than for younger ages. The results further support the moderating role of a motivational climate. Whereas a perceived mastery climate moderated the relationship between mastery goal orientation and work engagement for older workers, a perceived performance climate moderated the suggested relationship for younger workers.

The study extends research on work engagement in an age-diverse workforce by applying a life-span approach to the interplay between person and contextual elements in fostering work engagement. Furthermore, the study involved investigating factors that may inhibit or enhance the link between mastery orientation and work engagement for various age groups, which is important given work engagement’s link to central work outcomes.

Whether employees always disengage from knowledge hiding in a mastery climate is not answered well. This study aims to examine the paradoxical effects of perceived mastery climate (PMC) on evasive knowledge hiding (EKH).

Partial least squares structural equation modeling was used to analyze data collected from 148 full-time employees at two-time points.

PMC exerts a positive effect on EKH via perceived status (PS) in organization but also has a negative effect on it via perceived social support. Perceived procedural justice attenuates the positive effect of PS on EKH.

Managers need to notice the paradoxical effects of PMC and keep procedural justice to reduce the positive effect of mastery climate on knowledge hiding.

This study contributes to knowledge hiding literature by investigating two opposite influencing mechanisms of mastery climate, and the moderating effects of perceived procedural justice.

This study aims to examine the effects of trait goal orientations (mastery, performance-prove and performance-avoid goals) on individual-level absorptive capacity (AC), ultimately adaptive performance. This study also explores the cross-level moderating effects of transformational leadership climate on these mediated relationships.

Data from 480 participants in 76 teams from accounting firms in Northeast Thailand were analyzed using the multilevel method.

Findings showed support for positive indirect effects from approach-related goal orientations (mastery and performance-prove) to adaptive performance via AC and a negative indirect effect from avoid goal orientation to adaptive performance via AC. Results showed that a transformational leadership climate strengthens the relationship between goal orientations and AC, but only when team members have a high level of approach-related goals.

This study extends previous work by providing an understanding of how a transformational leadership context and the differences in goal orientations interact to promote or impede an individual's AC. It also extends our understanding of the mechanism of how AC mediated the effects of trait goal orientations and transformational leadership climate on adaptive performance.

The purpose of this paper is to introduce an unconventional approach to personality and motivation, known as reversal theory, and to bring out some of its challenging practical implications, especially for organizations. The theory emphasizes frequent change and people’s tendency to “zigzag” creatively through life rather than be limited by fixed traits, or types, which limit their capabilities.

The paper introduces some basic concepts of the reversal theory.

Research shows, among other things, that there are four basic pairs of motivational states that people reverse between in the course of everyday life, that individuals vary in terms of their degree of “motivational intelligence”, and that organizations have contrasting emotional “microclimates” that can be controlled and changed by leaders as needs change.

The theory has been developed from some 40 years of dedicated psychological research – observational, clinical, psychometric, and experimental – in many different countries and on a wide variety of topics.

The psychological theory was developed originally from work in clinical and counseling psychology and has always had an applied orientation. Practical concepts touched on in this paper include motivational intelligence, psychological reversal, and microclimates. These ideas have been applied in many different fields including personal and leadership development, workplace satisfaction, and customer relations.

The theory clearly contrasts with other psychological theories, has empirical support, and has proved itself in various applied contexts.

The purpose of this paper is to investigate how voluntary citizenship behaviour towards an individual (VCB-I) is linked with vicious knowledge hiding (VKH), and why members, within a mastery climate, tend to participate in less VKH after their engaging in VCB-I. The authors, according to the moral licensing theory, propose that moral licensing mediates the relationship between VCB-I and VKH, and that a mastery climate weakens the hypothesised link via moral licensing.

This study surveys 455 valid matching samples of subordinates and supervisors from 77 working teams in China at two time points and explores the relationship between VCB and VKH, as well as the underlying mechanism. A confirmatory factor analysis, bootstrapping method and hierarchical linear model were used to validate the research hypotheses.

The results show that VCB-I has a significant positive effect on VKH; moral credentials play a mediating role in the relationship between VCB-I and VKH; and the mastery climate moderates the positive effect of moral credentials on VKH and the mediating effect of moral credentials. In a high-mastery climate, the direct effect of moral credentials on VKH and the indirect influence of VCB-I on VKH through moral credentials are both weakened, and conversely, both effects are enhanced in a low-mastery climate. However, contrary to the expected hypothesis, moral credits do not mediate the relationship between VCB-I and VKH, which may be due to the differences in the mechanisms between the two moral licensing models.

Prior research has mainly focused on the “victim-centric” perspective to examine the impacts of others’ behaviour on employees’ knowledge hiding. Few works have used the “actor-centric” perspective to analyse the relationship between employees’ prior workplace behaviour and their subsequent knowledge hiding intention. In addition, this study enriches the field research on the voluntary aspects of organisational citizenship behaviour, which differs from its involuntary ones.

The purpose of this paper is to explore critical success factors in knowledge‐intensive creative project work, using product development as an example field.

Critical‐incident based in‐depth interviews of 11 product development experts (chosen based on their recommendations and length of experience) were carried out. The results were categorized into thematic classes of critical factors.

Most challenges are embedded in the context of the product development projects. Collaboration and cognitive‐motivational factors such as trust, attitude, and intrinsic motivation‐related issues formed the most common classes of discovered critical factors behind product development project success, along with the mediating categories of goal and autonomy‐related factors. Furthermore, product development specific skills or knowledge accounted only for a small minority of the identified factors.

The most pressing learning objective becomes not updating product development knowledge, but that of increasing motivation, initiative, trust, and collaboration. As the discovered challenges are embedded in the context of work, addressing them ultimately requires project managers to master some of the personnel development aspects traditionally left for human resources management. Training efforts need to be tailored to the project context if they are to have a lasting impact on behavior.

In addition to providing further support for the importance of climate factors, this paper suggests that special attention should be directed towards goal setting and autonomy, as they play a significant role in many of the climate and cognitive‐motivational constructs increasing creativity.

The purpose of this paper is to extend current discussion on the drivers of innovative work behavior (IWB) by exploring how individual perceived diversities (visible dissimilarity and cognitive group diversity) and climates (team/clan and innovative/entrepreneurial) impact IWB.

Data had been collected from a cross-national study of working professionals (n = 584) from five different cultural contexts.

Findings of this study indicated that cognitive group diversity mediated the negative relationship between visible dissimilarity and IWB. Further, both innovative/entrepreneurial and team/clan climates moderated the relationship between visible dissimilarity and cognitive group diversity. Such a moderation effect reduced the negative effect that visible dissimilarity had on IWB.

A cross-sectional single-source data set.

From a managerial perspective, climates (team/clan and innovative/entrepreneurial) are central for IWB in the diverse (visible and cognitive) working environment. Thus, organizations should pay attention to create a climate (team/clan or/and innovative/entrepreneurial) that reduces the negative impact of perceived diversity in the working environment while supporting IWB.

This study is the first of its kind that is based on social categorization theory, empirically examining how different types of diversity (visible dissimilarity and cognitive group diversity) simultaneously reduce individuals’ IWB. Furthermore, this paper provides insights that climates (team/clan and innovative/entrepreneurial) are crucial for IWB in the diverse working environment.

The construction sector is recognized for subjecting its workers to various psychological pressures and mental stressors. As a result, it is crucial to explore and discover effective strategies to support these workers in managing and enduring these demanding circumstances. Mental toughness is a concept that has been advocated to aid individuals in coping and adapting to pressures and challenges. Therefore, it is imperative to explore strategies critical to developing mental toughness among construction professionals. Thus, the purpose of this study is to identify critical strategies for the development of mental toughness among construction professionals.

A comprehensive literature review was conducted using Google Scholar, Scopus, ScienceDirect and PubMed databases to identify the strategies for the development of mental toughness. These identified strategies were used to develop a structured closed-ended questionnaire to aid in data collection. Of the 317 questionnaires distributed, 207 were collected and used for data analysis. The data were analysed using mean score ranking and one sample t-test.

The study highlighted 12 critical strategies for the development of mental toughness among construction professionals. These include recognizing and rewarding achievements, taking time for self-care, organizing mental training programs, using positive self-talk, embracing a growth mindset, providing social support/developing a strong support network, creating a challenging training environment, engaging in regular physical exercise, fostering a mastery motivational climate, setting clear but challenging goals, practicing mental imagery and practicing reflection on setbacks and failures. The analysis results indicated that all of the strategies, except one (which involves practicing reflection on setbacks and failures), displayed significance. By incorporating these strategies, construction firms and the industry as a whole can empower their workforce to cope and/or overcome the various demands and stressors that work and life places on them.

The study highlights the significance of recognizing and rewarding achievements, fostering a growth mindset and implementing mental training programs to cultivate mental toughness among construction professionals. Moreover, promoting self-care practices and offering social support are essential strategies for enhancing mental resilience in the construction industry. By adopting these evidence-based approaches, construction organizations can create a mentally tough workforce capable of handling the challenges and demands of the industry effectively.

This study contributes significantly to the general body of knowledge in mental health management among employees in the construction industry. It does set the pace for the development of the general well-being of construction professionals in the achievement of mental toughness goals.

This study aims to analyze the relationship between workplace ostracism and knowledge hoarding. The study also proposes a mediational role of organizational climate in the relationship between workplace ostracism and knowledge hoarding.

The procedure used in the study is a systematic literature review covering workplace ostracism, knowledge hoarding and organizational climate from 1986 to 2021. The studies were explored using keyword searches such as “Workplace ostracism”, “Knowledge hoarding” and “Organizational climate” from the selected databases, namely, Scopus, Web of Science and Google Scholar.

The systematic review of 146 articles found most studies suggesting that workplace ostracism affects employees’ personal and professional relationships and is a precursor to knowledge hoarding behaviours. The workplace ostracism–knowledge hoarding relationship has a logical explanation as knowledge hoarding is often perceived as counter-normative, which can reduce the performance of a hoarder, leading to behaviours such as ostracism and expulsion. The review proposes that organizational climate plays a significant role in improving the workplace ostracism and knowledge hoarding relationship. The study introduces some fundamental propositions towards the development of a model for future research.

The study attempts to uncover a series of relationships between workplace ostracism, knowledge hoarding and organizational climate, which may enhance academic discussion and offer clarity to the conceptualization of these two fields.