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The purpose of this study is to assess how the cultural value orientations of individual employees moderate their attitudinal responses to different categories of organizational rewards. Specifically, it seeks to examine how one dimension of traditionality, respect for authority, moderates the relationship between affective organizational commitment and three variables: pay satisfaction, autonomy and satisfaction with supervision.

Hierarchical regression analysis was utilized to analyze survey data obtained from a sample of 290 employees of a major Chinese airline company.

Employees high in traditionality were found to exhibit higher levels of affective commitment when autonomy and satisfaction with supervision was low. When autonomy and satisfaction with supervision was high employees low in traditionality exhibited higher levels of emotional attachment to the organization.

The cross‐sectional design is an obvious limitation of the study. Another limitation relates to the generalizability of the study findings outside the context in which the research was undertaken.

Organizations should consider taking the cultural orientations of their workforce into account when developing appropriate human resource policies aimed at heightening employee commitment. This should enhance employee well‐being, which is especially important in a global economy characterized by uncertainty and rapid change.

This is the first study to examine how employees with different cultural value orientations respond to different categories of organizational rewards, in a predominantly traditional society.

The purpose of this paper is to explore the relationships among Chinese traditionality, job attitudes, and job performance. Chinese traditionality, an indigenous cultural variable, is expected to enhance employees’ organizational commitment and job satisfaction, which in turn affect their job performance.

Data were collected via employee survey from 399 workers in two large firms in China. The HR department helped the authors to distribute a self-administered questionnaire to the respondents. The authors assured them of confidentiality and protected their anonymity. Multiple regression analysis was used to test the hypotheses.

The results show that Chinese traditionality is positively related to organizational commitment and job satisfaction. The authors also find that the positive effect of Chinese traditionality on employees’ job performance is mediated by organizational commitment, but not by job satisfaction.

Based on the findings, Chinese firms should pay attention to cultural values, which play an important role in affecting employees’ job attitudes and performance.

This study contributes to the literature in two ways. First, it provides evidence about the significant positive effect of Chinese traditionality on organizational commitment and job attitudes. Second, it reveals a key mechanism through which Chinese traditionality enhances employees’ job performance.

The purpose of this paper is to examine the relationship between Chinese traditionality (an individual-level cultural variable) and subjective career success in the Chinese context. It explores whether Chinese traditionality influences employees’ perceptions of procedural justice and job insecurity, which in turn affect their job and career satisfaction.

Data were collected via employee survey from 482 workers in three large companies in China. The HR department helped us to distribute a self-administered questionnaire to the respondents. The authors assured them of confidentiality and protected their anonymity. Path analysis was used to evaluate the relationships in the conceptual model. For testing the mediating hypotheses, the authors employed Sobel tests and bootstrapping.

The results indicate that Chinese traditionality is related to procedural justice and perceived job insecurity. The authors further found that Chinese traditionality exerts a significant effect on both job and career satisfaction, and such effects are fully mediated by procedural justice and perceived job insecurity.

Based on the findings, Chinese firms should pay attention to employees’ cultural values and their perceptions of work context, which significantly affect their job and career satisfaction. It is also important to ensure a high level of procedural justice and job security as perceived by the employees.

This study is the first exploration of the relationship between Chinese traditonality and subjective career success. It also reveals the mediating role of procedural justice and perceived job insecurity in the above relationship. The new findings add to the cross-cultural research on careers.

The purpose of this paper is to examine Chinese traditionality as a predictor of applicants' procedural fairness perceptions in selection, and both its direct and indirect relationship with applicants' recommending behavior, job performance and turnover intention three to four months post hire. Traditionality, as a moderator of perceptions‐outcomes relationships, is also tested.

Survey data of 218 supervisor‐subordinate dyads were collected from Mainland Chinese organizations. Data were gathered in two waves, with demographic and traditionality measures taken at time 1, and supervisory ratings of performance, recommending behavior and intention to turnover taken at time 2.

One component of traditionality alone (Respect for Authority) positively predicted applicants' procedural fairness perceptions. These perceptions, in turn, predicted recommending behavior (+), job performance (+) and turnover intentions (−). There were also direct relationships between Respect for Authority and both job performance (+) and turnover intention (−). The data failed to support the moderating effect of Chinese traditionality on the relationships between procedural fairness perceptions and outcome variables.

Despite the methodological strengths of this study, the study is cross‐sectional in nature which weakens causal inferences regarding the relationships in the theoretical model. Moreover, the paper does not investigate empirically the concrete mechanisms from Chinese traditionality to fairness perceptions and from fairness perceptions to outcome variables, since its foci are the predicting and moderating roles of Chinese traditionality.

The paper's findings underscore the importance of Respect for Authority as the key and only component of Chinese traditionality that predicts procedural justice perceptions and worker outcomes.

This paper examined the mediating role of boundary spanning behavior and the moderating effects of traditionality linking humble leadership and employee creative performance from the perspective of Social Exchange Theory (SET) to reveal the behavioral mechanism and boundary condition regarding the influence of humble leadership on creative performance.

A sample of 276 employees and the supervisors from 8 companies in China was taken using two-wave data.

The results indicated that humble leadership was positively related to employee creative performance, and boundary spanning behavior partially mediated the relationship between humble leadership and employee creative performance. Traditionality strengthens the mediation process when traditionality is high.

These findings provide several theoretical and practical implications for the domains of humble leadership and boundary spanning behavior. For example, human resource (HR) departments can recruit leaders with high humility and cultivate team leaders through systematic training programs about self-awareness, openness and self-transcendence; team leaders should encourage employees to participate in boundary spanning activities and hiring managers select employees with high traditionality to synergize with leader humility.

Based on the SET, this paper explored the behavioral mechanism between humble leadership and creative performance and enriched the prior research, which is from the cognitive or emotional view, and further answered the question “what are the employees' behavioral responses when they confront the humble leadership”.

This study aims to investigate the impact of narcissistic leadership on employee voice behavior from the perspective of job stress, trust in leaders and traditionality in China.

The authors conducted a survey on 437 employees to assess their narcissistic leadership in Time 1. In Time 2, they measured their job stress, trust in leaders and traditionality. In Time 3, they assessed the voice behavior of these employees.

Narcissistic leadership correlates positively with employees’ job stress, which mediates between narcissistic leadership and employee voice behavior. Trust in leaders negatively moderates the correlation between job stress and employee voice behavior, as well as moderates the mediation effect of job stress on the correlation between narcissistic leadership and employee voice behavior. In addition, traditionality positively moderates the correlation between job stress and employee voice behavior, as well as moderates the mediation effect of job stress on the correlation between narcissistic leadership and employee voice behavior.

This study establishes the impact of narcissistic leadership on employee behavior from the perspective of job stress, trust in leaders and traditionality.

This study aims to develop and examine a cross-level model of the link between shared leadership and hotel employees’ proactive customer service performance (PCSP) by investigating employees’ harmonious passion as a mediator and employees’ traditionality as a moderator.

The hypotheses were tested using hierarchical linear modeling based on multilevel data from 353 frontline service employees in 148 teams across 10 Chinese hotels.

The results revealed that shared leadership promoted frontline service employees’ PCSP by enhancing their harmonious passion. Moreover, when employees traditionality was high, harmonious passion was less influenced by shared leadership. When employees traditionality was low, shared leadership exerted a more positive influence on harmonious passion. In addition, harmonious passion mediated the interactive effect of shared leadership and traditionality on frontline service employees’ PCSP.

The findings suggest that organizations should cultivate shared leadership to promote frontline service employees’ PCSP. Organizations should also seek to enhance employees’ harmonious passion and foster a low-traditionality environment with the aim of maximizing the positive influence of shared leadership.

First, this research expands the leadership-PCSP literature by shifting the research focus from vertical leadership to shared leadership. Second, it offers a novel framework based on self-determination theory to clarify the influence of shared leadership on PCSP. Finally, the focus on the moderating impact of traditionality identifies a new contextual factor that influences the effectiveness of shared leadership.

The current study examines the effects of leader humor on the creativity of employees by focusing on the mediating role of relational energy and the moderating role of traditionality.

This study used three-wave data from 302 employee–supervisor dyads and tested the hypotheses using hierarchical regression and bootstrapping.

The results indicated that leader humor was positively associated with employee creativity, relational energy mediated this influence. Besides, traditionality not only moderated the relationship between leader humor and relational energy but also attenuated the indirect relationship between leader humor and employee creativity through relational energy.

Leadership training programs can be used to assist leaders in improving their humorous skills. In addition, supervisors should implement humorous behaviors according to the different levels of traditionality of employees.

Integrating conservation of resource theory, this study provides solid evidence that the extent to which relational energy mediates the relationship between leader humor and employee creativity depends on traditionality. It provides a new direction for leader humor.

Drawing on self-determination theory, this study explored how leader humility affected employees' proactive behavior through satisfying their psychological needs for autonomy, competence and relatedness. Furthermore, based on a contingency view, this paper suggested Chinese traditionality as a significant boundary condition for the effects of leader humility.

Data were collected from 465 employees and 111 direct supervisors in China using a three-wave, two-source design. Hierarchical regression analyses and Hayes' PROCESS macro were applied to test the hypotheses.

The results indicated that leader humility positively affected employee proactive behavior through the mediating mechanisms of psychological need satisfaction (i.e. autonomy, competence and relatedness). Furthermore, these positive effects were stronger among employees with lower Chinese traditionality beliefs.

Although prior research has examined the relationship between leadership and proactive behavior, most extant studies have focused on “top-down” leadership approaches, ignoring the effect of leader humility. Drawing on self-determination theory, the present study makes contributions to both the leader humility research and proactivity literature by identifying psychological need satisfaction as the mechanism and Chinese traditionality as the moderator.

The purpose of this study is to reveal the mechanism of peer abusive supervision on bystander behavior based on the perspective of bystander from two different paths of bystander empathy and bystander hostility toward supervisor. At the same time, it discusses the moderation effect of bystander traditionality on the two paths.

This study conducted a three-wave longitudinal survey. The data were collected from 454 employees and their coworkers in several Chinese enterprises. The authors used Mplus 7.4 and adopted a bootstrapping technique in the data analysis.

Peer abusive supervision leads bystanders to empathize with the abused colleague and thus exhibit more organizational citizenship behaviors, and peer abusive supervision also induces bystanders to develop hostility toward the abusive supervisor and thus produce more workplace negative gossip behaviors. In addition, it is found that bystander traditionality has a moderation effect in the process by which peer perceptions of abusive supervision influence bystander empathy and bystander hostility.

Based on Affective Events Theory, this study explores the mechanism of colleague perception of abusive supervision on bystander behavior from a bystander perspective. The results of this study not only provide a more comprehensive expansion of the weighting factors in the influence mechanism of abusive supervision but also provide new ideas for organizations to reduce the negative effects of workplace abusive behaviors.