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Paradoxical leadership (PL) is an emerging perspective to understand how leaders help followers deal with paradoxical demands. Recently, the positive relationship between PL and follower performance was established. This paper builds on and extends this research by interpreting PL as sensegiving and developing theory about mediation in the relationship between PL and adaptive and proactive performance.

The paper develops a new measure for PL as sensegiving and provides a test of the mediation model with data from two different sources and two measurement times in a German company.

Multilevel mediation analysis (N = 154) supports the mediation model.

The paper presents sensegiving about paradox as a core element of PL, which informs the choice of change-readiness as mediator. This study also develops and validates a scale to measure PL in future research.

The purpose of this paper is to provide a differentiated view of relationship‐specific proactive improvement of logistics service providers (LSPs) that distinguishes between the cost and performance and the effect that these two dimensions of innovation have on three distinct customer loyalty dimensions (retention, extension, and referrals).

A confirmatory empirical study was conducted based on social exchange theory and customer value theory. The survey responses from 298 firms were analysed using structural equation modelling and multi‐group analysis to test for direct effects and moderation.

Both dimensions of relationship‐specific proactive improvement by LSPs (cost and performance) are strong drivers of all three customer loyalty dimensions and, thus, are important to customer relationship management and relevant areas to be considered within innovation management. The effect on customer loyalty is moderated by the dynamism of the customer's market. Proactive cost improvements are more important under high dynamism, while proactive performance improvements, contrary to initial assumptions, are more important when dynamism is low.

Future studies should analyse other cultural settings, differentiate between functional and relationship value provided, consider other services, investigate how LSPs can facilitate proactive improvement and improve innovation management, and explore how customers can foster proactive improvement.

The currently low level of proactive improvement should be increased if LSPs want to enhance customer loyalty. In doing so, LSPs ought to consider the dynamism of their customers' markets.

The paper is the first to provide a differentiated view on the role of relationship‐specific proactive innovation that distinguishes between cost and performance improvements and illustrates their effects on three distinct customer loyalty dimensions.

The study aims to examine the role of initiative climate as a resource caravan passageway in engaging employees and developing a proactive frontline service workforce to identify the mechanisms whereby scarce resources efficiently yielding the desired outcomes can help organizations improve productivity and gain competitive advantage, thereby helping clarify the leadership–performance relationship in service organizations.

The study employed a quantitative research design with a cross-sectional survey conducted among frontline hospitality employees in Malaysia. Partial least squares structural equation modeling (PLS-SEM) was used to examine the hypothesized relationships.

The initiative climate is significant as a resource caravan passageway to transmit the positive impact of interpersonal leadership onto the engagement and proactive performance of frontline hospitality employees in whom initiative climate and employee engagement sequentially mediated the relationship between interpersonal leadership and proactive service performance.

The online data collection procedure conducted through LinkedIn and Facebook and cross-sectional, self-reported survey method are significant limitations of the current study.

The findings of the study will aid in developing organizational interventions for an engaged and proactive frontline service workforce, as interpersonal leadership can positively impact the engagement and proactive behavior of frontline service employees via initiative climate. Therefore, hospitality managers should value interpersonal leadership and initiative climate as coexisting organizational resources.

The study shows the significance of initiative climate in the relationships between interpersonal leadership, employee engagement and the proactive performance of frontline service employees.

The purpose of this study is to empirically examine how psychological power explains dual conflicting emotions, influences and jeopardises knowledge sharing and eventually affects job performance. Specifically, this study argues that psychological power can induce feelings of pride and anxiety, which have opposite downstream effects on employees’ knowledge sharing and tasks, proactive and affiliative (TPA) performances.

This study tested the model using three waves of multi-source data from 46 teams and 357 respondents in the information technology and software industry in China. This study used multilevel structural equation modelling with Mplus 7.4 to examine the within-level team variance and thereby estimated the confidence intervals for the direct and indirect paths.

The results indicate that increased psychological power can cause contradictory emotions (i.e. pride and anxiety). Pride positively mediates the indirect influence of psychological power on knowledge sharing and TPA performance, while anxiety negatively mediates the above-mentioned indirect relationships.

This study provides a novel perspective on how psychological forces shape people’s emotional experiences and subsequently their motivation to share knowledge and job performance. By integrating the existing power literature rooted in the approach/inhibition theory of power and cognitive appraisal theory of emotion, we identify two discrete emotions as underlying mechanisms between increased psychological power and motivation to share knowledge and job performance.

This research provides insights for managers regarding the ways in which psychological power can stimulate individuals to engage in negative behaviour towards others. Managers, in turn, must consider self-regulation to control this negative impact.

This study is among the earliest to examine the role of discrete positive and negative emotions caused by increased psychological power, which subsequently affect knowledge sharing and TPA performance.

This study develops and validates a theoretical model of real-time mobile connectivity, examining how employees' perceptions of their relationship with supervisors influence their emotional experiences. Through quasi-experiments, the authors investigate the behavioral patterns and emotional responses associated with real-time mobile connectivity in organizations, with a focus on messaging apps that indicate message read status. Specifically, they explore how supervisors' attentiveness or inattentiveness in mobile connectivity impacts emotional ambivalence (anxiety and pride) among subordinates. Additionally, they examine the downstream effects of this emotional ambivalence on employees' workplace thriving and job performance across various dimensions.

To address the paradox of real-time mobile connectivity, a quasi-experimental design involving 320 team members from 46 teams was implemented. Multi-level structural equation modeling was employed to analyze within-person variance and evaluate the proposed hypotheses.

The findings indicate that employees who do not receive timely indications from their supervisors are more likely to experience elevated levels of anxiety, while those who receive prompt indications experience a sense of pride. Moreover, the indirect effects of the real-time mobile connectivity paradox on employee performance, mediated by anxiety (negatively) and pride (positively), are fully explained through workplace thriving.

This study provides insights into the emotional ambivalence experienced in the workplace due to real-time mobile connectivity, highlighting its implications for organizational competitiveness. Integrating resource conservation theory and cognitive appraisal theory of emotion, the study explores the mediating role of workplace thriving and the impact on employee performance through pride and anxiety. Generalizability requires considering organizational settings and cultural contexts while acknowledging limitations such as a focus on messaging apps and specific samples. Future research should explore these dynamics in diverse contexts and identify additional factors influencing the relationship between real-time mobile connectivity and employee outcomes.

This study provides valuable insights for managers regarding the significance of message indications, as their attentiveness can elicit emotional reactions from employees that subsequently impact workplace thriving and job performance.

This study pioneers the exploration of the paradox of real-time mobile connectivity in the workplace, uncovering the discrete emotions experienced by employees. Furthermore, it elucidates the subsequent opposing effects on workplace thriving and job performance, contributing to the existing literature and knowledge in this area.

The purpose of this paper is to integrate the effects of top-down leadership and employees’ bottom-up job crafting behaviors on employee health and performance. The authors expected that employees’ promotion- and prevention-focused job crafting act as intervening mechanisms linking top-down employee-oriented leadership with employee health and performance.

Multi-source data were collected among n=117 independent employee-leader dyads.

Promotion-focused job crafting was positively and prevention-focused job crafting was negatively related to employees’ health and performance. Employee-oriented leadership was positively related to promotion-focused job crafting but unrelated to prevention-focused job crafting. Employee-oriented leadership was indirectly related to health and performance through promotion-focused job crafting. Moreover, promotion-focused job crafting had the strongest positive impact on adaptive performance, followed by proactive and then task performance, while prevention-focused job crafting had the strongest negative impact on task performance followed by proactive and then adaptive performance.

Despite the cross-sectional study design, results reveal how employee-oriented leadership is related to employee health and performance through promotion-focused job crafting.

Organizations need employee-oriented leaders, who facilitate promotion-focused job crafting, which helps employees to perform well while staying well.

This study adds to the literatures on job crafting, leadership, and employee health and performance by explicating intervening processes in these relationships. It adds to research on the extended job demands-resources job crafting model by showing, that promotion- and prevention-focused job crafting has different relationships with antecedents (i.e. leadership) and outcomes (i.e. health and performance).

The purpose of this present study is to extend previous research on self‐leadership by investigating the relationship between self‐leadership and work role performance of team members, including individual task and team member proficiency, adaptivity, and proactivity. Moreover, it aims to examine the moderating role of collectivism.

Organizational team members' self‐ratings of self‐leadership and six work role performance dimensions (i.e. individual task and team member proficiency, adaptivity, and proactivity, respectively) were collected in a cross‐sectional study and were analyzed using partial least squares modeling.

Results indicate positive relationships between self‐leadership and proficiency, adaptivity and proactivity directed both at the individual task and the team. Results also suggest that collectivism moderated the relation between self‐leadership and team member proficiency.

Managerial implications for personnel selection, leadership, training, and organizational development efforts are provided.

Previous research is extended by providing first evidence of self‐leadership's relationship with a differentiated set of individual task and team member work roles including adaptive and proactive performance aspects.

Asserts that attention in the field of performance measurement research has begun to focus on the behavioural implications of performance measurement in manufacturing. Proposes a framework which aims to generate a performance measurement system, designed and run by production cell employees, that will drive the shopfloor towards the requirements of its customer. Expands on research into the behaviour implications of performance measurement which has found that considerable improvement in morale and performance are made possible if shopfloor employees are allowed to decide on the performance measures which drive and direct their own continuous improvement activities.

The purpose of this paper is to explore key challenges of adopting, designing and managing performance-based contracts (PBC) for advanced logistics services, as seen by providers. The shift toward performance-based solutions has proved challenging since providers often struggle to link performance to their payment. Despite such managerial challenges, empirical research in this area has been limited.

A multi-case design was adopted. Three cases of logistics service providers were selected based on purposive sampling. Data were collected through 38 semi-structured interviews and review of 43 documents such as contracts and customer target letters.

Key PBC adoption challenges include customer and provider intention to align their goals and incentives as well as their views on risk and reward sharing. Contract design challenges center around performance metric definition and weighting, designing performance monitoring systems that consider service co-production effects and help improve customer relationship and designing incentives with appropriate intensity levels. Contract management challenges include fostering provider pro-activity, provider changes in terms of processes and resource investments, perceived fairness of designed incentives and contract re-design to allow for win-win relationship outcomes.

The study empirically contributes to extant logistics service provider literature by identifying specific challenges that extend also beyond PBC adoption and design and cover contract management (and potential contract re-design). It also unpacks the notion of performance attributability by analyzing its role also in terms of contract and performance management as well as its potential effects on customer relationship management.

The study presents implications for logistics provider managers regarding how the observed PBC challenges can be overcome.

The study unearths several challenges of PBC for advanced logistics services, particularly in connection to contract management and re-design.

The front-end phase plays an important role in achieving project success, and establishment of performance measurement systems considering project challenges or pitfalls is a way of keeping track of this phase. Early warning signs, a type of proactive performance indicators, may serve as means for improving decision-making and project processes aiming for short- and long-term project success. In this paper, the authors present findings from a study on early warning signs (EWS) in hospital projects' front-end. A preliminary systematisation of identified signs as a contribution to front-end improvement is provided.

The paper is based on a mixed methods approach, using a sequential, exploratory research design comprising document studies, interviews and a survey.

The authors identified 62 challenges for hospital projects' front-end performance and further established four categories of EWS as follows: (1) structure and tools, (2) context and frame factors, (3) management and (4) relational factors and properties. This mirrors the presence of hard and soft issues from previous studies. There is need for clarifying terminology and raising consciousness on EWS. Processual approaches to identify EWS are considered more useful than subsequent established indicators.

The findings from this paper provide insight into EWS in hospital projects' front-end phase. This adds to the general understanding of EWS and contributes to more knowledge on the front-end phase in general.