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The purpose of the study is to examine the crossover effect of leader's role overload on employee's negative affect. More importantly, the stuy will identify the buffering role of self-concordance goal on the relationship between leader's role overload and employee's negative affect.

The study builds the crossover impact of leader's role overload on employee's negative affect as well as the moderating effect of self-concordance goal. By a two-wave and paired data from 51 leaders and 225 employees, the study examines the hypothesis using cross-level analysis.

Results show that leader's role overload tends to reduce negative affect for employees who pursue high-level self-concordance goal and increase negative affect for employees who pursue low-level self-concordance goal.

It is important for employees to get rid of negative affect in the workplace. The study informs managers the benefits of pursuing self-concordance goals in helping employees alleviate the negative effect of leader's role overload.

Findings of the present study can enrich the literature of the crossover process from leader to employee and offer management strategy for enterprises about how to buffer the damaging effect of leader's role overload on employees.

Utilizing the framework of person-job fit theory and the Model of Proactive Motivation Process and Antecedents, the primary objective of this study is to scrutinize the correlation between perceived overqualification and job crafting, in turn, holds the potential to stimulate innovative work behavior. Additionally, we assess the moderating role of goal self-concordance within this intricate relationship.

Employing a three-wave time-lagged survey methodology encompassing 200 institutional staffing in China, we methodically substantiate the proposed model. Data were analyzed using structural equation modeling.

Our findings affirm a positive correlation between perceived overqualification and expansion-oriented job crafting, contingent upon the presence of goal self-concordance. Notably, individuals exhibiting a heightened goal self-concordance intensify the relationship between perceived overqualification and expansion-oriented job crafting, thereby fostering an augmented propensity for innovative work behavior.

This study diverges from prevailing negativity surrounding perceived overqualification, emphasizing the positive influence of expansion-oriented job crafting in reshaping the impact of perceived overqualification on innovative work behavior. It represents the initial exploration into the role that goal self-concordance play in influencing overqualified employees, contributing to an enriched understanding of the intricate interplay.

This study investigates despotic leadership (DL) as an antecedent to bullying behavior with a mediating role of moral emotions at work. Another aim is to study the moderating role of self-concordance to buffer the relationship between DL and arousal of moral emotions.

The authors collected two-source (self-reported and supervisor reported) time-lagged data in the shape of a three-wave survey (i.e. one month time interval for each time) from 242 dyads in the health sector of Pakistan.

The results revealed that moral emotions mediated the relationship between DL and bullying behavior. Furthermore, self-concordance moderates the relationship between DL and moral emotions, such that the relationship will be stronger in the case of low self-concordance.

Managers need to promote a culture that accommodates diversity of opinion at the organization so that everyone is able to express and share their views openly. Organizations should encourage supervisors to participate in leadership development programs aimed at eliminating DL.

This study establishes the role of self-concordance and moral emotions in the relationship between despotic leadership DL and bullying behavior.

Previous studies have vague views about whether employees who are required to complete large amounts of work (i.e. role overload) would proactively create a change in their job characteristics (i.e. job crafting), because the cognitive mechanism underlying the nexus between role overload and job crafting is unclear. The aim of this study is to identify why and when role overload has an impact on job crafting.

This study builds a second-stage moderated mediation model. Using a two-wave panel field study of 213 employee–supervisor matched data, this study examines the proposed hypotheses.

Results show that role overload decreases construal level, which can determine the tendency of employees to focus on the feasibility (low level of construal) or desirability (high level of construal) of behaviors. Goal self-concordance is the degree to which employees pursue their personal goals based on feelings of personal interests and values. The authors find that goal self-concordance guides employees who have higher levels of construal to exert more effort in job crafting. The authors further find that goal self-concordance moderates the mediating role of construal level. Specifically, for employees in pursuit of self-concordant goals, role overload reduces their construal level, resulting in less effort in job crafting. For employees who do not pursue self-concordant goals, role overload decreases their construal level, thereby improving job crafting.

The findings of this study enrich the literature on role overload and job crafting by revealing the mechanism and boundary conditions of the relationship between role overload and job crafting.

The purpose of this paper is to test the combined influence of working towards self-concordant goals with goal planning and supervisory support on goal progress and job satisfaction.

The data were collected among prison guards. The analysis takes into account a multilevel perspective on goals by differentiating between within- and between-person variance.

The results showed that there was no direct effect of self-concordance on goal progress. Goal progress depended on combining self-concordant goals with conscious planning and receiving supervisory support. Furthermore, it was found that job satisfaction and goal progress influenced each other over time.

The findings confirm that to understand the influence of self-concordant goals within organizations, planning and supervisory support are essential elements for achieving goal progress. This research is the first to confirm the interrelatedness of goal progress and job-satisfaction over time.

The multilevel intra and interpersonal approach provides a more thorough insight into the processes involved with goal striving. It emphasizes the importance of differentiation between the different levels of motivation in Deci and Ryan’s self-determination theory, especially when applied within the work context.

Little is known about how individual differences play out in the process of authentic self-development (ASD) through workplace coaching. This article explores whether the Big Five personality traits and affective, behavioral, cognitive and desire (ABCDs) components of the Big Five personality traits were relevant to ASD, specifically examining the role of affect as a potential mediator.

In total, 176 clients' personality was assessed pre-coaching. Aspects of ASD (perceived competence, goal commitment, self-concordance and goal stability) were assessed post-coaching. Clients' affect balance (AB) scores were obtained post-session.

Multilevel path models showed that higher levels of mean AB (but not the slope) mediated the associations between personality and perceived competence and goal commitment. Personality predicted goal self-concordance, but these effects were not mediated by AB, neither personality nor AB predicted goal stability.

The authors encourage randomized controlled trials to further test findings of this study. Ruling out method variance is not possible completely. However, the authors put forth considerations to support the authors' claim that method variance did not overly influence our results.

These results suggest the necessity of an optimal experience of affect for ASD in workplace coaching and the understanding of how ABCDs, AB and ASD are related beyond coaching psychology.

A deeper understanding of personality processes is important for fostering ASD to meet the challenges of management development in the authors' volatility, uncertainty, complexity and ambiguity (VUCA) world.

This is the first study to test personality as a process in workplace coaching linking personality to one of the most valued leadership skills: authenticity.

The purpose of this paper is to address gaps in the work-life balance (WLB) literature by identifying WLB crafting behaviors employed by individuals, empirically testing which of these behaviors significantly affect WLB, and examining the relationship between the identified WLB crafting behaviors, WLB, and subjective well-being (SWB).

The study utilized a quantitative approach. In total, 314 employees participated in the online survey. Structural equation modeling was used to test the hypothesized relationships among the variables.

Results show that protecting private time and working efficiently significantly relate with WLB and that WLB mediates the relationships between these two WLB crafting behaviors and SWB. Findings also suggest a significant direct relationship between behaviors that foster family relationships and SWB.

The study is correlational in nature. Future studies may make use of experimental designs or conduct a longitudinal study. Other variables can be examined in future research such as life circumstances (i.e. life cycle stage change, objective health status) or other constructs within the self-concordance model (i.e. goal concordance, need satisfaction fulfillment).

The results suggest the importance of organization support in employees’ mastery of significant crafting behaviors through offering socialization, productivity, and time management employee programs.

The present research, unlike previous studies on employees’ proactive behaviors to attain WLB, empirically tested the identified behaviors and was able to identify the WLB crafting behaviors with significant relationships with WLB and SWB.

The purpose of this paper is to examine the impact of ethical leadership on employee task performance, specifically the mechanisms through which ethical leadership impacts employee task performance and the moderating role of employee proactive personality. Social identity, social learning, and self-concordance theory were used to explain the way ethical leadership affects employee task performance, and provided another way to understand this relationship.

The authors collected survey-based dyadic data from middle management team members and subordinates in Chinese companies. Multiple regression analysis was used to test the research hypotheses.

The empirical findings indicate that ethical leadership positively influences employee task performance. Organizational identification (OID) mediates the relationship between ethical leadership and employee task performance. Furthermore, the relationship between ethical leadership and employee task performance via OID is moderated by employee proactive personality.

Employee task performance is critical for a firm’s competitive advantage. This paper adds to knowledge about the relationship between ethical leadership and employee task performance and contributes to effective management.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

A study explored whether the Big Five personality traits and their affective, behavioral, cognitive and desire components (ABCD) components were relevant to authentic self-development (ASD) through workplace coaching. The authors assessed the personalities of 176 clients both before and after they worked with coaches. Results showed higher levels of mean AB mediated associations between personality and perceived competence and goal commitment, Personality predicted goal self-concordance, but these effects were not mediated by AB. Meanwhile, neither personality nor AB predicted goal stability.

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

In this paper, we first develop the concepts of authentic leaders, authentic leadership, and authentic leader development. We suggest a definition of authentic leaders, which is based on the leader’s self-concept: his or her self-knowledge, self-concept clarity, self-concordance, and person-role merger, and on the extent to which the leader’s self-concept is expressed in his or her behavior. Following, we offer a life-story approach to the development of authentic leaders. We argue that authentic leadership rests heavily on the self-relevant meanings the leader attaches to his or her life experiences, and these meanings are captured in the leader’s life-story. We suggest that self-knowledge, self-concept clarity, and person-role merger are derived from the life-story. Therefore, the construction of a life-story is a major element in the development of authentic leaders. We further argue that the life-story provides followers with a major source of information on which to base their judgments about the leader’s authenticity. We conclude by drawing some practical implications from this approach and presenting suggestions for further research.