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Drawing on power approach-inhibition theory, this study develops a conditional indirect effect model to explore how team vertical leader position and expert power indirectly impact members’ shared leadership through vertical leader’s empowering behaviors.

Multi-source data was collected using a field survey research design. The final sample includes 944 employees in 164 teams from 14 companies in China.

This study found that the interaction of team vertical leader position power and expert power was positively related to their empowering behaviors, which in turn were positively associated with shared leadership. Moreover, our post hoc-analysis revealed the moderating effect of team power distance orientation on the relationship between vertical leader empowering behaviors and shared leadership.

This study sheds light on shared leadership literature by examining vertical leader position and expert power as antecedents. We also offer new directions for exploring how power functions by discussing leadership through the lens of power approach-inhibition theory.

This paper aims to investigate the relationship between exchange ideology and employee creativity based on the social exchange perspective. It also attempts to examine the mediating role of perceived shared leadership and the moderating role of vertical moral leadership.

Multilevel and multisource data were collected from 56 research and development (R&D) teams with 306 employees. Hypotheses were tested with multilevel path analysis.

The authors found that exchange ideology was negatively related to both perceived shared leadership and employee creativity, and perceived shared leadership mediated the relationship between exchange ideology and employee creativity. Moreover, we revealed that vertical moral leadership buffered the negative relationship between employee exchange ideology and perceived shared leadership and also the indirect effect of exchange ideology on employee creativity via perceived shared leadership.

Organizations should select employees with a relatively weak exchange ideology when forming teams to conduct creative tasks. Moreover, team leaders should make great efforts to facilitate the development of shared leadership among team members while to be a moral leader.

This study extends creativity literature by investigating the effect of exchange ideology on employee creativity. It also sheds lights on leadership research by examining the mediating role of perceived shared leadership and the moderating role of vertical moral leadership.

Drawing on power approach-inhibition theory, this study aims to theorize a cross-level model to examine how team member personal power (i.e. expert power and referent power) impacts shared leadership through activating their taking charge behaviors in R&D teams, as well as the moderating effect of team learning orientation on the relationship between team member taking charge behaviors and shared leadership.

With multisource data collected from 264 employees in 58 R&D teams from 13 companies, this study tested the hypotheses of the cross-level theoretical model using Mplus 7.4.

The results showed that team member expert power was positively related to their taking charge behaviors, which in turn led to shared leadership, while team member referent power was not significantly related to their taking charge behaviors. Furthermore, the positive relationship between team member taking charge behaviors and shared leadership was strengthened by team learning orientation.

This paper offers suggestions regarding how vertical leaders should pay attention to team member power to promote their change-oriented taking charge behaviors and address team learning to strengthen the effect of team member taking charge behaviors on shared leadership.

By echoing the changing focus towards a shared leading process among team members in leadership literature, this paper provides important insights for both scholars and practitioners to understand the role that power plays in activating team member taking charge behaviors which in turn improves shared leadership.

The purpose of this paper is to develop a measurement of creativity-oriented HRM systems that improve organizational creativity. This paper also aims to explore the mechanisms between them by investigating the mediating role of innovative culture and the moderating role of customer orientation.

The study uses a sample of 82 knowledge-intensive companies with 780 respondents consisting of 145 HR professionals, 512 core knowledge workers and 123 top managers in China. Exploratory factor analysis, confirmatory factor analysis and regression analysis are used to validate the measure of creativity-oriented HRM systems and test hypotheses.

This study finds that creativity-oriented HRM systems are composed of three dimensions, which are creative skill-enhancing practices, intrinsic motivation-enhancing practices and empowerment-enhancing practices. These practices significantly improve organizational creativity through innovative culture. Furthermore, customer orientation moderates the effect of innovative culture on organizational creativity in such a way that the positive relationship is stronger when customer orientation is high.

This study contributes to the strategic human resource management literature by developing and validating a measure of creativity-oriented HRM systems. Moreover, it also explores the mechanism between creativity-oriented HRM systems and organizational creativity based on a complementary perspective of innovativeness, which underlines the important mediating effect of innovative culture. More importantly, the authors propose the significance of absorbing knowledge and information from customers and put forward the moderating role that customer orientation plays, especially in an emerging country context such as China.

Drawing on the motivated information processing in groups (MIP-G) model, the purpose of this paper is to explore the relationship between team reward interdependence and team performance, treating shared leadership as a mediator and team average job-based psychological ownership as a moderator.

Data were collected from a field sample of 72 knowledge-based work teams comprised of 466 team members and their team leaders. Data were analysed using hierarchical regression analysis and moderated path analysis.

Team reward interdependence was positively related to team performance through shared leadership. Team average job-based psychological ownership moderated both the relationship between team reward interdependence and shared leadership, and the indirect relationship between team reward interdependence and team performance.

The shared leadership literature is extended by exploring the antecedents of shared leadership from the perspective of team incentives and by examining the moderating role of team average job-based psychological ownership.

Organizations and managers should pay attention to team pay system design and be aware of the importance of employees’ psychological ownership toward their jobs in promoting shared leadership in teams.

This study sheds light on the antecedents of shared leadership from motivated information processing perspective and examines antecedent boundary conditions through the moderating role of team average job-based psychological ownership.

Adopting the social information processing theory and social comparison theory, the purpose of this paper is to examine how abusive supervision and abusive supervisory climate jointly influence salesperson creativity, sales team creativity, and team performance.

The study conducted hierarchical linear modeling and hierarchical regression to analyze the paired data from 102 sales teams comprising 319 salespeople and 102 managers.

At the individual level, abusive supervision had negative effect on salesperson creativity via psychological safety. Abusive supervisory climate played a cross-level moderating role in the relationship between abusive supervision and psychological safety. At the team level, abusive supervisory climate was negatively related to sales team creativity via averaged salesperson creativity and negatively associated with sales team performance through sales team creativity.

This study adds to knowledge of how abusive supervision and abusive supervisory climate jointly affect salesperson psychological safety and creativity. It also contributes to abusive supervision and creativity literature by linking abusive supervisory climate and sales team creativity by integrating social information processing theory and social comparison theory.

By integrating proactive perspective and person-environment fit (P-E fit) perspective, this study intends to examine a moderated mediation model of proactive personality to investigate its effects on employee creativity. The current study proposes felt responsibility for change mediates the relationship between proactive personality and employee creativity. The purpose of this paper is to identify core self-evaluation (CSE) and developmental feedback received as personal and situational moderators on the relationship between proactive personality and felt responsibility for change.

A matched sample from 232 employees and their supervisors of software companies in China was used to test the hypotheses. Hierarchical regression analyses and moderated mediation approach were conducted to examine the proposed model.

The results indicate that felt responsibility for change mediates the positive relationship between proactive personality and employee creativity. CSE and developmental feedback received positively moderate the relationship between proactive personality and felt responsibility for change. In addition, CSE and developmental feedback received are two moderators in the path from proactive personality to employee creativity via felt responsibility for change such as the indirect relationship between proactive personality and employee creativity through felt responsibility for change is more pronounced when CSE and developmental feedback received are higher rather than lower, respectively.

The paper contributes to creativity literature by identifying felt responsibility for change as the mediator on the relationship between proactive personality and employee creativity. The current study also contributes to proactive perspective and P-E fit theory by investigating the moderating roles of CSE and developmental feedback received on the relationship between proactive personality and felt responsibility for change. Although data were collected from multiple sources to avoid common method variance, the cross-sectional design cannot unequivocally examine the direction of causality in this study.

By examining both mediating and moderating effects, the paper contributes to uncovering the black box in which employees with proactive personality exhibit felt responsibility for change and creativity.

The present research attempts to review literature on the effects of transformational leadership on organizational creativity and innovation. It is well recognized that organizational creativity and innovation are crucial for an organization and even for the whole society. Transformational leadership exerts great impact on organizational creativity and innovation. With the increase of empirical studies, relevant variables and research findings are from all kinds of perspectives. The purpose of this paper is to sort relevant works out, incorporate them into an overarching framework and suggest a few future directions which are both critical and viable, so that future researchers may easily find the “gap” and fit their prospective works properly.

The research is conducted by first perusing recent and major papers on the subject which have been published on high quality journals. The paper sorts out pivotal mediators and moderators, and sheds light on the their effects.

Although the conclusions drawn from different studies are somewhat inconsistent, most scholars found a positive relationship between transformational leadership and organizational creativity and innovation. Transformational leadership can influence organizational creativity and innovation both directly and indirectly. The bulk of this paper is about the indirect effects of transformational leadership. The mediators and moderators are from different levels including individual, team and organizational level. In addition, some contextual variables are also included.

The paper is the first to review the literature by focusing on the effects of transformational leadership on organizational creativity and innovation. It incorporates various factors into a whole framework which covers three levels and includes internal and external contexts. It makes the relevant findings clear, points out the strengths and weaknesses of the extant literature. It also brings forward future research directions which can be a valuable reference for other researchers.

The purpose of this paper is to explore the relationships among job and career satisfactions, work commitment, and turnover intentions for the Post‐80 employees in China.

A total of 290 of China's Post‐80 employees from 19 knowledge‐intensive companies were surveyed. Structural equation modeling was used for data analysis.

The perceptions of selected Post‐80 employees on job and career satisfactions were negatively related to turnover intention, while job satisfaction was positively related to four types of work commitment, affective commitment, normative commitment, career commitment and job involvement. Career satisfaction was also positively related to three types of work commitment, affective commitment, normative commitment, and career commitment. However, the relationships of job and career satisfactions and turnover intention as mediated by continuance commitment and career commitment were inconclusive.

Combining the available literature on China's Post‐80 generation with the inconclusive results, the authors posit that the uniqueness of work attitudes held by this generation has not been captured in previous studies. Future research should focus on differentiating work attitudes between this cohort and its preceding generations, as well as its Western counterparts.

Organizations need to recognize the uniqueness of China's Post‐80 generation employees' work attitudes, and develop appropriate talent strategies to retain and motivate this cohort of employees in China.

The paper highlights China's Post‐80 generation employees and extends the turnover models by integrating the perspectives of job satisfaction, career satisfaction and work commitment. The paper identifies research gaps for future research on China's Post‐80 employees' work attitudes.