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This research seeks to reveal the mediating role of work engagement and affective commitment as individual aspects that have the potential to bridge the effect of empowering leadership on the task performance of Correctional Service counselors in Indonesia, especially due to the limited literature on these two aspects in the context of public organizations.

Quantitative research was conducted on 350 counselors throughout Indonesia. The data was collected by distributing questionnaires online. The collected data were then analyzed using Structural Equation Modeling to test the seven research hypotheses.

Empowering leadership significantly strengthens task performance, work engagement and affective commitment. For indirect effects, this study found that affective commitment partially mediates the effect of empowering leadership on task performance. Meanwhile, work engagement failed to act as a mediator because it did not significantly impact strengthening task performance.

Notably, the unexpected result of work engagement's inability to significantly boost task performance deviates from the prevailing trends observed in previous empirical research, thereby adding a novel dimension to the findings of this study.

The study investigated the predictive role of supportive leadership and psychological safety for mindful organizing and the subsequent impact of mindful organizing on individual task performance. Mindful organizing, a concept from high-reliability organizations (HROs), can improve performance in various industrial settings. The limited availability of novel predictors for mindful organizing necessitates exploring this concept in the context of adventure tourism.

Through a cross-sectional research approach, 394 respondents were selected from the adventure tourism industry in Malaysia. The proposed causal research model was evaluated through structural equation modeling (SEM), aggregation and bootstrapping.

Psychological safety and supportive leadership significantly impacted mindful organizing. Mindful organizing, in turn, was positively associated with individual task performance. The mediating role of mindful organizing between psychological safety and task performance was statistically significant. However, the mediating role of mindful organizing between supportive leadership and task performance was not statistically significant.

Managers in the adventure tourism industry should consider applying mindful organizing to increase employee productivity and develop collective sensemaking. Also, developing a culture of support among managers and coworkers, emphasizing the team's psychological safety, may boost the morale and productivity of the workforce.

This research has identified and empirically tested new antecedents, psychological safety and leadership for mindful organizing in the adventure tourism context and has addressed a significant research gap (Sutcliffe et al., 2016) by broadening the scope of mindful organizing research to encompass contexts beyond those exclusively considered HROs.

This study aims at analyzing the detrimental cross-level serial effects of leaders' Machiavellianism and abusive supervision on subordinates' burnout and task performance. The general aggression model and conservation of resources theory guide our research model.

The authors developed a multilevel design and used multisource data. The authors collected data from 50 bank branches located in Pakistan. A total of 50 branch supervisors participated, which yielded 200 supervisor-subordinate dyads. Machiavellianism was self-assessed by the supervisors who further rated the specific task performance of each of their respective subordinates. Burnout and abusive supervision ratings were provided by the subordinates. Abusive supervision scores were aggregated at the group level.

Machiavellianism has an indirect negative effect on individual-level task performance through the serial cross-level mediating effects of abusive supervision at the group level and attendant individual-level burnout.

Findings provide practical implications for the management of task performance and human resources.

This study offers a comprehensive cross-level model to analyze the effect of Machiavellianism on group-level and individual-level outcomes known to affect the effectiveness of leaders.

The relationship between variation in time perspectives and collaborative performance is scarcely explored, and even less is known about the respective mechanisms that lead to varying task performance. Thus, we aim to further the literature on time perspectives and collaborative performance, shedding light on the underlying behavioral patterns.

We report a quasi-experiment analyzing the impact of past, present and future orientation variation in dyads (N = 76) on their quantitative and qualitative performance when confronted with a simple incentivized creative task with constraints. Subsequently, we offer a qualitative analysis of comments given by the participants after the task on the collaboration.

Results indicate that a dyad's elevation of past orientation and diversity in future orientation negatively affect collaborative performance. At the same time, there is a positive effect of elevation of future orientation. The positive effect is driven by clear communication and agreement during the task, while the negative effect arises from work sharing and complementation.

This study provides insights for organizations on composing individuals regarding their temporal focus for collaborative tasks that should be executed rapidly and require creative solutions.

Our study distinguishes by considering the composition of past, present and future time perspectives in dyads and focuses on a creative task setting. Moreover, we explore the mechanisms in the dyads with a substantial elevation of/diversity in future orientation, leading to their stronger/weaker performance.

Guided by the cognitive-affective system theory of personality (CAPS), this study aims to investigate the parallel mediating effects of cognitive and affective cynicism on the relationship between illegitimate tasks and employees’ adaptive performance. It also proposes growth need strength as a moderating variable for relationships between illegitimate tasks and employees’ adaptive performance.

Using a time-lagged design, data were gathered from 330 frontline hotel employees in China.

The authors found that the presence of illegitimate tasks is negatively associated with employees’ adaptive performance, this relationship being mediated by cognitive and affective cynicism. Growth need strength weakens the negative impacts of cognitive and affective cynicism on employees’ adaptive performance. In addition, the indirect effect of illegitimate tasks on employees’ adaptive performance via cognitive and affective cynicism is stronger for employees with lower levels of growth need strength.

Hotel managers must heed the negative impact of illegitimate tasks. Furthermore, they should underscore the importance of promoting a harmonious and positive organizational culture and atmosphere. Naturally, hotel managers must also establish effective communication with employees, assisting them in fostering a desire for excellence in their work.

This study provides valuable insights for the hospitality industry by investigating how illegitimate tasks hold sway over hotel employees’ adaptive performance. The study uses a moderated dual-path model to uncover the mechanisms behind this impact and the influence of boundary conditions, thereby expanding the understanding of the topic.

Drawing on prior research on strengths use and job performance, this study aims to investigate how employees’ strengths use for tasks and strengths use for relationships jointly influence role breadth self-efficacy and subsequent job performance, specifically in- and extra-role performances.

To test the assumptions, the authors methodologically performed a polynomial regression with response surface analysis using data collected from multiple time points and sources (i.e. 312 employee–supervisor dyads in Chinese companies).

The results showed that the higher the congruence between strengths use for tasks and strengths use for relationships, the higher the employees’ role breadth self-efficacy. Employees’ role breadth self-efficacy was greater when both strengths use for tasks and strengths use for relationships were high. Furthermore, the congruence between strengths use for tasks and strengths use for relationships had indirect effects on in- and extra-role performances via role breadth self-efficacy.

This study uniquely contributes to the strengths use literature by offering a more nuanced understanding of the consequences of strengths use for tasks and strengths use for relationships in the Chinese context. It highlights the importance of both types of strengths use for improving employee performance in Chinese organizations. Furthermore, this study provides new theoretical insights into the relationship between strengths use and job performance by ascertaining the mediating effect of role breadth self-efficacy.

Employees' personal Internet usage (PIU) has become increasingly common at work. It is important for both researchers and managers to understand how PIU affects employee creative performance. This study aims to examine what kind of PIU is likely to increase or decrease employee creative performance and why. The authors also examine a potential boundary condition for the effect of PIU on employee creative performance.

Based on conservation of resource (COR) theory and broaden and build theory, the authors investigated the impact of two types of PIU, namely within-task PIU and between-task PIU, on the creative performance of knowledge workers. The authors conducted a daily diary study and surveyed 107 knowledge workers in China over 10 consecutive working days (n = 1,070) to test the model.

The authors find that within-task PIU reduces knowledge workers' creative performance by decreasing the workers' positive emotion, whereas between-task PIU promotes the performance by increasing positive emotion. The above relationships become stronger when knowledge workers perceive a higher level of organisational support.

The authors' study makes theoretical contributions by advancing researchers' understanding of the situations in which PIU may decrease or increase employee creative performance. The findings are also useful for developing organisational policies to take advantage of the positive side of PIU whilst avoiding PIU's negative side.

Today’s competitive business world presents unanticipated challenges to enterprises worldwide. So, the well-being of the employees may be a sustained competitive edge for corporations in improving employee performance. Positive psychology served as the foundation for this study, investigating the interplay between employee well-being and task performance by incorporating organizational-specific factors like organizational virtuousness (OV) and individual-specific factors such as Psychological Capital (PsyCap).

In total, 639 dyadic responses were gathered from the banking sector, encompassing employees in both private and public banks in India, along with their immediate supervisors. The hypotheses were subsequently examined by applying Structural Equation Modeling (SEM).

OV and PsyCap are considerably associated with the well-being of employees and task performance, according to the findings. Employee well-being mediates the relationships between the perceptions of Organizational Virtuousness (OV) and task performance, as well as between PsyCap and task performance.

The intense competition and series of scandals in Indian banks urge the introduction of some behavioral precautionary measures. Banks need to understand and intervene in positive organizational behavior and help the employees build strong PsyCap to enhance their well-being and task performance to gain a competitive edge.

The present study integrated Positive Organizational Behavior (POB) and Positive Organizational Scholarship (POS) to enhance work performance.

Organizations in today's changing environment face significant challenges, requiring continual innovation. Understanding oneself from the employee's perspective is paramount, especially in organizations and businesses, transforming all levels, accommodating new work paradigms and adapting to the post-pandemic business world. The authors examine the employees' critical dimensions, self-concept and resilience through self-reported studies to ascertain the impact on their performance in the organization. Self-concept, a multidimensional knowledge structure, implies the individual's description and examination, including psychological characteristics, attributes and skills. On the other hand, resilience is adapting appropriately to adversity, challenges and stressful situations and emerging unscathed. Resilience additionally leads to profound personal growth and acceptance of reality. It also endows the individual's sense of identity over time. It provides insights into work behavior and outcomes and fosters a positive psychological perspective to improve performance. Job performance is an observable individual performance that adds value and enables organizational goal achievement. To sum job performance is an achievement-related behavior. The research study examines the relationship between employee self-concept, resilience and performance elements (task, contextual and counterproductive work behavior).

Cross-sectional data were collected from 224 employees from the retail sector to test the hypotheses among self-concept, employee performance elements and resilience. SPSS 21.0 was used, and the authors conducted reliability, correlation and regression analysis using statistical tools to analyze the mediating effect.

Self-concept and employee performance elements have significant relationships. The mediating effect of resilience on the relationship between self-concept and counterproductive work behavior and self-concept and contextual performance is significant. In contrast, resilience does not impact the relationship between self-concept and task performance.

The authors examined a framework of untested variables, namely self-concept and the different factors of performance (task, contextual and counterproductive behavior). The authors investigated the mediating effect of resilience in the model, which was not previously explored.

The effect of playfulness climate on employees in firms has been the subject of an increasing number of studies in recent years. Given the growing number of businesses that have incorporated playfulness into their operations, it is possible to enhance the task performance and innovative performance of the younger generation of workers by rationally managing playfulness, particularly when it comes to that aspect of the workplace. Based on the conservation of resources theory, this study aims to investigate how the playfulness climate in organizations influences the change self-efficacy of the millennial workers and how to enhance their task performance and innovation performance.

The authors used a quantitative approach to test the relationship between the hypotheses. The survey population for this study consisted of the millennial workers in the computer sector who are involved in research and development in China. Hierarchical regression analysis was used to test the built mediation model empirically over the course of the study's three rounds of data collection, each separated by one month. Through the collection of paired questions for leadership and their subordinates, 424 valid questionnaires were obtained.

The examination of the questionnaire results supports the study's theoretical hypothesis, which states that when millennial workers sense a more playfulness work environment, it will encourage them to develop a sense of change self-efficacy. Additionally, they will be better able to handle work-related responsibilities and come up with innovative ideas as a result of change self-efficacy, which would eventually enhance the task performance and innovation performance of millennial employees.

By introducing the mediation of change self-efficacy, this study expands on the application of the conservation of resources theory. The research on the performance of millennial employees is complemented and enhanced by investigating the relationship between the playfulness climate and employees' task performance and innovation performance from the perspective of their sense of change self-efficacy. This study also reveals that managers should foster a positive and playfulness environment in their workplaces in order to manage the performance of millennial employees.