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Drawing on the dual-strategies theory of social rank and leader distance theory, this paper aims to investigate the influence of supervisor bottom-line mentality (BLM) on employee knowledge-related behaviors by considering the mediating role of perceived leader prestige or dominance and the moderating role of supervisor–subordinate guanxi (SSG).

This study collected survey data from 185 research and development employees in East China at three-time points. The authors conducted path analysis and bootstrapping-based analytic approach to test the hypotheses by Mplus7.0.

The results showed that supervisor BLM has a negative effect on employee knowledge sharing and a positive effect on knowledge hiding. Besides, perceived leader prestige or dominance mediated the relationship between supervisor BLM and employee knowledge hiding. Furthermore, SSG moderated the relationship between supervisor BLM and perceived leader prestige or dominance, as well as the indirect effects of supervisor BLM on knowledge hiding via perceived leader prestige or dominance.

There is limited research on investigating the influence of supervisor BLM in the field of knowledge management. The authors carried out this study to provide evidence of how and when supervisor BLM affects employee knowledge sharing and hiding.

Drawing on the conservation of resources theory, the purpose of this paper is to examine whether role conflict is associated with frustration of employees’ basic needs and whether need frustration is associated with withdrawal in the form of reduced voice and increased silence. This paper also investigates if supervisor support mitigates potential detrimental outcomes of need frustration.

In this survey-based study, 201 full-time employees participated. Self-reports regarding voice and silence behaviors at work were collected as were perceptions of role conflict, need frustration and supervisor support.

The results of this study support the proposed moderated mediation relationships for both employee voice and silence behaviors. Specifically, need frustration mediates the relationship between role conflict and the two outcome variables. Perceived supervisor support moderates the path between need frustration and both voice and silence behaviors.

Employees are an organization’s first line of defense against potential accidents, inefficiencies and other organizational crises. When they perceive their needs are not met and they are not supported by their supervisors, employees are likely to seek to protect themselves from further resource loss by withholding feedback even if such feedback may enhance organizational effectiveness and prevent organizational crises.

Given that voice and silence are not opposites of each other, it is important to study both in a single study, as this study does. This study proposes and tests a heretofore untested explanation for the relationship between role conflict and voice and silence. The authors identify a buffer with potential to mitigate the negative effects of need frustration.

This study aims to invoke social comparison theory and researches mainly on leaders’ downward envy at workplaces in a collectivist culture. The study also aims to infer and explain the constructive and destructive behaviour of benign envy (BE) and malicious envy (ME) in the workplace by studying supervisor-subordinate dyads.

A survey was conducted to test the proposed hypotheses. The sample included 352 randomly chosen supervisor-subordinate dyads from registered software houses in Pakistan. Partial least square SEM was used to test the proposed model and hypotheses.

This research identified that the leaders' gratitude and workplace friendship encourage leaders to adopt a levelling-up strategy to encounter benign envy (BE). In contrast, subordinates’ low level of loyalty and affect towards supervisors cause ME. The study also found that BE motivates frustrated supervisors to behave positively, whereas ME triggers the envious supervisor to threaten their aides with abusive supervision. However, envious supervisors with high core self-evaluation and gratitude are more likely to reflect self-improvement.

This study gives key insights to organisations on recognising the potential of downward envy, using it purposefully, and managing the consequences constructively. For instance, organizations could train leaders to understand the holistic view of downward envy to help them focus on self-improvement instead of abusing employees. In addition, training employees on envy could help them demonstrate warmth and competence.

The study is original and valuable in three aspects. Theoretically, this study develops a generic framework for dealing with downward envy. Contextually, the study brings a piece of evidence from software houses in Asia to study downward envy. Practically, this study suggests tactics to deal with downward envy in family-owned tech firms operating in emerging markets.

This study aimed to explore the effects of the satisfaction of employees' need for autonomy, relatedness and competence on their voice behavior through the mediation of self-efficacy for voice and perceived risk for voice.

The theoretical model is tested using survey data collected from 209 employees of information technology (IT) firms located in five major cities in China.

The study found that satisfaction of employees' need for autonomy, relatedness and competence facilitated their self-efficacy for voice and inhibited perceived risk for voice. Self-efficacy for voice was positively related to voice, whereas perceived risk for voice was negatively related to it. Perceived risk for voice hampered self-efficacy for voice.

The findings indicate that organizations can boost employees' voice behavior by making them feel that they have autonomy in their work, by helping them maintain good relationships with others in the workplace and by enabling their competence in accomplishing their job.

This study highlights that satisfying employees' psychological needs plays a pivotal role in facilitating their voice behavior. The authors provide new insights into the relationship between need satisfaction and voice behavior and into the mediating roles of self-efficacy for voice and perceived risk for voice.

This study aims to explore relationships among supervisors’ socialization behaviors, newcomers’ socialization outcomes, organizational commitment, and work outcomes in three large companies in Korea.

The research was conducted via an online survey in three large firms in Korea. The sample comprised newcomers who had worked for more than six months but less than one year in these firms. The collected data were analyzed using descriptive statistics and structural equation modeling (SEM).

Derived from SEM, the study’s results confirmed a causal relationship between supervisor’s socialization behaviors and newcomer’s work outcomes, which was fully mediated by newcomer’s socialization outcomes. However, organizational commitment was observed as a mediating variable, not a moderating variable. All types of supervisors’ socialization behaviors were related to newcomers’ socialization outcomes. Providing appropriate feedback, supporting newcomers’ development and improving social relationships were most strongly related to newcomers’ socialization outcomes.

This study proposed a rationale for the potential effectiveness of supervisor socialization behavior training. Related variables such as supervisor training aspects and the effectiveness of supervisor training for newcomers’ organizational socialization could be examined further.

The study offers critical areas to consider when designing training programs focused on supervisors’ socialization behaviors. Human resource development practitioners should be aware of the importance of supervisors’ socialization behaviors for newcomers’ organizational socialization and develop a program to improve all types of supervisors’ socialization behaviors.

New areas of training and development for supervisors can be proposed to improve newcomer organizational socialization and, eventually, to enhance the work outcomes of newcomers.

Driven by artificial intelligence technology, chatbots have begun to play an important customer service role in the online retail environment. This study aims to explore how conversational styles improve the interaction experience between consumers and chatbots in different social crowding environments, and the moderating role of product categories is considered.

Three studies are conducted to understand the influences of conversational styles, social crowding and product categories on consumer acceptance, assessed using situational experiments and questions.

In a low social crowding environment, consumers prefer chatbots with a social-oriented (vs. task-oriented) conversational style, while in a high social crowding environment, consumers prefer a task-oriented (vs. social-oriented) conversational style, and warmth and competence mediate these effects. The moderating effect of product categories is supported.

This study expands the application of the stereotype content model to improve the interaction experience level between consumers and chatbots in online retail. The findings can provide managerial suggestions for retailers to select a chatbot's conversational style and promote a more continuous interaction between consumers and chatbots.

Research on the effects of feedback frequency has reported mixed findings. To tackle this problem, the current study focuses on specific feedback signs (i.e. negative feedback). By integrating the face management theory and attribution theory, this study examined the mediating effect of trust in supervisors and the moderating effect of employee-attributed performance promotion motives for negative feedback.

A field study with 176 participants and two supplemental experiments with 143 and 100 participants, respectively, were conducted to test the theoretical model.

Results revealed that the frequency of supervisory negative feedback negatively influenced employees’ trust in supervisors, which in turn influenced employees’ perceptions of feedback utility and learning performance. These indirect effects can be alleviated when employees have high degrees of performance promotion attribution for supervisor motives.

This research extends feedback research by integrating feedback frequency with a specific sign of feedback and revealing a moderated mediation effect of the negative feedback frequency.

This study is designed to bridge a gap in the existing leadership communication literature by delving into lesser-explored facets of the field. It particularly concentrates on investigating how the verbal aggressiveness of supervisors influences various aspects of the workplace, including workplace emotional culture, the quality of employee–organization relationships (EORs) and the prevalence of counterproductive work behaviors (CWB).

This study employed a quantitative research design to investigate the impact of supervisors' verbal aggressiveness on employee and organizational outcomes. The data were collected from 392 full-time employees across various organizations and industries in the USA using a self-report questionnaire. The researchers used structural equation modeling (SEM) to analyze the data and test hypotheses.

The findings of this study showed that supervisors' verbal aggressiveness had a significant positive association with negative emotional culture and employee CWB. However, it had no direct impact on employee–organization relationships. The effect of supervisor verbal aggressiveness on employee CWB was found to be mediated by a negative team-level emotional culture.

This study advances the literature on leadership communication by highlighting the detrimental influence of the dark side of leadership communication. More specifically, by identifying negative emotional culture and employee CWB as the direct outcomes of supervisor verbal aggressiveness, the authors add to the existing theoretical knowledge on verbal aggressiveness in the workplace. Additionally, this study provides empirical evidence of the impact of a negative emotional culture on eliciting employees' CWBs and diminishing relationship quality, adding to the body of knowledge on why managing emotional culture is crucial for organizations and workgroups.

Although learning goal orientation (LGO) has shown to promote learning and performance in employees, only a limited number of studies have explored its situational antecedents. The main purpose of the present research was to examine the effects of role modeling on employee LGO and proactive behavior.

A two-wave survey was conducted to collect data from medical employees (n = 478) at an acute hospital in Japan.

The results of structural equation modeling showed that role model proactive behavior promoted employee LGO, mediated through perceived role model LGO; and that perceived role model LGO enhanced employee proactive behavior, mediated through employee LGO.

As the sample was limited to employees in a nursing department at a Japanese hospital, the characteristics of the national culture and occupation may have potentially affected the results.

Proactive employees can act as role models to enhance the level of employees' LGO and proactive behavior in organizations. It is imperative to develop employee role modeling to enhance LGO and proactive behavior.

This study may be the first to identify the influence of role modeling as an antecedent of LGO. The role model may provide employees with job resources to develop their LGO and proactive behaviors.

This study aimed to examine the impact of servant leadership on employees' perception of organizational reputation by investigating the sequential mediating effects of employee psychological empowerment and employee thriving at work.

A quantitative online survey with 357 employees from Chile was conducted in this study.

Findings of this study showed that servant leadership both directly and indirectly relates to perceived organizational reputation. Employees perceiving servant leadership behaviors from the employees' supervisors report higher levels of psychological empowerment and, in turn, feel a greater sense of vitality and learning at work that eventually leads to higher ratings of perceived organizational reputation.

This study's novelty lies in extending the internal drivers of organizational reputation by adding behavioral and psychological factors rarely explored in past research.