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Fluorine and silicon materials have received the keen attention of many researchers because of their water repellency and low surface free energy. The purpose this study was to prepare vinyl acetate (VAc)-vinyl ester of neodecanoic acid (VeoVa 10) copolymer latex modified with fluorine and silicone monomer, which is emulsified with the novel surfactants of disodium laureth sulfosuccinate (MES) and octylphenol polyoxyethylene ether (OP-10).

A series of modified latices containing fluorine-silicon have been prepared by semi-continuous seeded emulsion polymerisation of mixed monomers of VAc, VeoVa10, hexafluorobutylmethacrylate (HFMA) and vinyltriethoxysilane (VTES) and emulsified by novel surfactants of MES and OP-10.

The optimum conditions for preparing the modified latex is as follows: the amount of the surfactant was 4.0 Wt.% and the mass ratio of the anionic and nonionic surfactant was 3:1; the dosage of initiator was 0.4 Wt.% and the mass ratio of the main monomer was 3:1; and the amounts of VTES and HFMA were 2.0 and 6.0 Wt.%, respectively. In comparison with the conventional latex, the hydrophobicity of latex film was improved further.

The modified p (VAC-VeoVa) latex is prepared via semi-continuous seeded emulsion polymerisation, which is emulsified with the novel mixed surfactants of MES and OP-10. There are two main innovations. One is that the novel p (VAC-VeoVa) latex containing fluorine-silicon is prepared successfully. The other is that the emulsifier is composed of the novel mixed surfactants of MES and OP-10.

This study aims to explore the enabling and suppressing effects of leader affiliative and aggressive humor on employee knowledge sharing form the lens of emotional contagion process, which provides theoretical reference for the applications of different leader humor style, thereby enhancing employee knowledge sharing.

This study collected three waves of data and surveyed 379 employees in China. Regression analysis, bootstrapping and latent moderation structural equation were adopted to test the hypotheses.

Leader affiliative humor has a positive impact on employee knowledge sharing, whereas leader aggressive humor has a negative impact on employee knowledge sharing. Positive emotion plays a mediating role between leader affiliative humor and employee knowledge sharing, and negative emotion plays a mediating role between leader aggressive humor and employee knowledge sharing. Moreover, supervisor–subordinate Guanxi moderates the relationship between leader affiliative humor and positive emotion, and between leader aggressive humor and negative emotion, respectively.

This study not only adds to the knowledge sharing literature calling for the exploration of antecedents and mechanism of employee knowledge sharing, but also contributes to our comprehensive understanding of the suppressing and enabling effects of leader humor style on employee knowledge sharing. Besides, this study also unpacks the dual-path mechanism and boundary condition between leader humor style and employee knowledge sharing and augments the theoretical explanations of emotional contagion theory between leader humor style and employee knowledge sharing.

Drawing on the social exchange theory, this study examines the impact of self-sacrificial leadership on employee creativity and explores the mediating role of employees' creative process engagement and shared vision, along with the multilevel moderating role of shared vision.

The data were collected from 78 R&D teams, and hierarchical linear model and bootstrapping analysis outlined by Hayes were used to test the hypotheses.

Self-sacrificial leadership exerted a significantly positive impact on employee creativity, employees' creative process engagement and shared vision, whereas employees' creative process engagement and shared vision mediated the relationship between self-sacrificial leadership and employee creativity, respectively. Moreover, shared vision significantly moderated the relationship between employees' creative process engagement and employee creativity, such that the higher the shared vision, the stronger the relationship between employees' creative process engagement and employee creativity.

Organizations and managers should provide leadership development training programs, such as leadership skills and abilities, to exhibit their self-sacrificing behaviors. Besides, while team leaders set an example for employees, in turn, spurring employees' creative process engagement, they should also elucidate the team/organization mission, amplify the publicity and employees' understanding of the mission.

This study advances the self-sacrificial leadership and creativity literature by establishing employees' creative process engagement and shared vision as crucial mediators and shared vision as boundary condition in the relationship between employees' creative process engagement and employee creativity, as well as stressing the theoretical research of leadership and creativity.