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This paper aims to carry out a study on the combined effects of leadership styles and human resource management (HRM) practices on employee performance. Based on configurational theory, this study integrates task-oriented leadership, relations-oriented leadership, change-oriented leadership and human resource hygiene practices (HRHPs) and human resource motivation practices (HRMPs) to detect distinct configurations of leadership styles and HRM practices that may lead to high and not-high employee performance.

Fuzzy-set qualitative comparative analysis (fsQCA) was adopted to identify the configurations of conditions associated with the outcome, with data obtained from 108 employees and 32 line-managers in China through structured interview and questionnaire survey.

The results show that there are five sufficient configurations for the presence of high employee performance and three for performance's absence. Relation-oriented leadership, HRMPs and enterprise property are more important conditions to employee performance than others. Furthermore, no single condition constitutes a necessary condition for causing the high or not-high employee performance.

Compared to previous studies that mainly focused on linear relationships, this study applies the fsQCA method to explore how matching different leadership styles and HRM practices could bring about high and not-high employee performance, which provides evidence for the three propositions of “multiple conjunctural causation,” “equifinality” and “asymmetry.”

Adopting an affective events perspective, this paper proposes and tests a moderated-mediation model linking coaching leadership (CL), positive emotion at work (PEW), proactive personality (PP) and constructive deviance (CD).

Altogether, 225 supervisor-subordinate pairs from 45 teams within a large Chinese manufacturing enterprise took part in our study. To keep common method bias to a minimal, two sources of data were used (subordinates and their direct supervisors).

(1) CL and employee CD have a positive association; (2) employee PEW mediates the connection between CL and employee CD; (3) the positive association between CL and follower PEW is moderated by employee PP such that PP strengthens the CL-PEW relationship (4) employee PP accentuates the indirect impact of CL on employee CD via employee PEW. Specifically, the indirect link is insignificant when PP is low.

(1) The results of this study enrich the CD literature; (2) the work puts forward a simple but foundational framework for understanding the CL process; (3) the third contribution arises from examining the influence of employee PP on the relationship between CL and employee CD.

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.

Inability to adapt to a changing environment is the reason behind the failure of many prominent companies. Firms are able to guard against likelihood by using coaching leadership to guide and motivate employees to initiate change that generates collective benefits. The positive impact of such leaders on the workplace emotions of employees can generate desired outcomes, particularly when aimed at subordinates with proactive personalities.

The briefing saves busy executives 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.