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Since the idea of “Unethical Pro-organisational Behaviour” (UPB) was introduced in 2010, a substantial corpus of empirical research has contributed to its expanding, contemporary knowledge. This includes research studies on how leadership exerts an influence on UPB. This paper aims to consolidate the current understanding of organisational leadership’s impact on employee UPB and offer future research agendas.

A systematic literature review (SLR) using the “Preferred Reporting Items for Systematic Reviews and Meta-Analyses” (PRISMA) guidelines was adopted for the study. Literature that satisfied the search conditions was examined. The factors determining leadership’s influence on UPB were studied, and the findings were thematically synthesised.

Leader behaviour plays a large part in influencing UPB in organisations. Leader-member exchange and organisational belonging create favourable circumstances for UPB in organisations. UPB is moderated by the employee’s personal moral orientation.

UPB is unethical behaviour that benefits the organisation and is likely to be rewarded. However, there is a cost that other stakeholders pay. UPB has been researched since 2010, as well as the role of leaders in perpetuating UPB. However, there has not been an SLR of this study. This paper seeks to capture the essence of the research so far and pave a path for future research on the subject. These insights would prove valuable to management practitioners and academic experts.

This study aims to explore the associations between leadership styles (i.e. transformational and ethical) and innovative work behavior within higher education institutions (HEIs), additionally investigating the mediating role of work engagement and the moderating role of psychological empowerment.

The basis of this study rested upon adopting a cross-sectional research framework. The data were acquired from a sample comprising 825 academic staff and 275 leaders across 226 HEIs in China. Employing a quantitative methodology, the researchers used AMOS version 26.0 and SPSS version 22.0 for statistical analysis.

The results indicated that leadership styles (i.e. transformational and ethical) positively affected innovative work behavior, both directly and indirectly (via work engagement). Also, psychological empowerment moderated the linkage between leadership styles and innovative work behavior but not the association between work engagement and innovative work behavior.

Despite some existing literature having discussed the correlation between leadership styles and innovative work behavior, there appears to be a conspicuous dearth of research endeavoring to explore the mediator (i.e. work engagement) and the moderator (i.e. psychological empowerment) within the above nexus, especially in the context of HEIs. Thus, this study can be considered original, introducing novel perspectives and substantial contributions to the management literature on HEIs. In addition, it offers insights for organizational managers.

This study aims to explore how ethical leadership and innovative climate impact project success through employees innovative behavior. In addition, based on the conservation of resources theory, this study also examines whether time pressure moderates the innovative work behavior and project success nexus.

Data were collected from 403 employees working in Vietnam's information technology (IT) companies. The partial least squares structural equation modeling was used to investigate the impact of ethical leadership and innovative climate on project success, the mediating effect of innovative behavior and the moderating role of time pressure.

Empirical findings indicate that ethical leadership and innovative climate positively impact on project success. Moreover, employees' innovative behavior has a complementary effect on these relationships. In addition, time pressure moderates the nexus between innovative work behavior and project success.

The findings suggest that IT companies can promote innovative work behavior among employees by building ethical leadership and enhancing an innovative climate. Moreover, when designing and implementing a project, project managers should take care to allow enough time for innovative behavior within the team.

This inquiry is probably the first attempt to explore the mechanism linking ethical leadership and innovative climate to project success, with the mediating role of employees' innovative behavior. Additionally, time pressure is an increasingly relevant factor in contemporary business, but so far little explored in research. This study extends the current knowledge by considering the moderating role of time pressure in the innovative behavior and project success nexus.

The study aims to explore ‘motivational climate', which designs the recurring patterns associated with employees' attitudes, behaviour, and feelings. If organizations successfully adopt a motivational climate, such climate influences the performance and behavior of employees to a great extent. Responsible leadership plays a constructive role in injecting a motivational climate in an organization to ensure information flow. In a motivational climate, top management or leaders reward their employees for individual progress, improvement and mastery. Knowledge sharing is supported in a mastery climate because such a climate can reduce the motive of knowledge hiding and instead further help in stimulating creativity.

Study was to scrutinize a moderated-mediation model, a quantitative hypothetic deductive approach to verify the hypotheses of the study. The data were gathered from employees and supervisors of advertising agencies and marketing departments in metropolitan cities of Punjab, Pakistan. Such firms and departments are considered because they offer a great opportunity to relevant variables and their relations. These organizations and departments are the most creativity-seeking domains and involve frequent interactions (for instance, regular meetings) between leaders with their employees and among peers. Data were primarily gathered from managerial employees performing their duties in the areas mentioned above.

Current study reveals that RL has a positive and significant relation with employee creative behaviour. Increasing RL characteristics can ultimately boost employee performance in the creativity domain. Being a responsible leader becomes mandatory for leaders to foster employee creativity to maintain the sustainability of an organization. It is confirmed from the results that responsible leadership articulates the mind thinking of employees, which creates an open environment of information while persuading creative and similar behaviour.

The current research investigates how responsible leadership can efficiently leverage the stakeholder approach in influencing employees through a knowledge-based pathway to boost their creative behaviour. The current study tends to uncover the mediating effect of the basic construct of knowledge management, which is knowledge sharing. Knowledge sharing enables employees to exchange their information while creating mutual understanding, which helps in the smooth flow of knowledge within the organization; this flow enriches employees to think openly in a creative and appreciative environment.

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 examines the antecedents and dynamics of authoritarian leadership and extends the effects of managers' sleep quality to employee behavior.

On the basis of self-regulation theory, 513 unit day samples were analyzed using cross-level path analysis and a Monte Carlo simulation test.

Managers' sleep quality is positively related to authoritarian leadership and positive emotions play a mediating role. Authoritarian leadership is positively related to employees' counterproductive behavior. Managers' sleep quality affects employees' counterproductive behavior through managers' positive emotions and authoritarian leadership.

Individuals should learn to reduce stress and maintain a positive mood. Organizations should reduce employees' overtime work and work stress and find other ways to improve employees' sleep quality.

First, we considered authoritarian leadership to be dynamic and studied it on a daily basis. Second, we studied the antecedents of authoritarian leadership from the perspective of leaders' states (sleep quality and emotions). Third, we discussed the effect of managers' sleep quality on employee behavior.

This study examined how inclusive leadership in the workplace promotes proactive behavior in employees based on self-determination theories and a model of motivation for proactive behavior.

Using a sample of 270 employees from various provinces in China, we investigated the relationship between inclusive leadership (measured at Time 1), workplace gratitude (measured at Time 1) and proactive behaviors (measured at Time 2). To test our hypotheses, SEM analysis was conducted to measure the path coefficients, followed by bootstrapping analysis to assess the indirect impacts of gratitude at work.

The results suggest that inclusive leadership could enhance subordinates’ propensity to be grateful, which in turn will increase the frequency of their proactive behaviors.

First, the evidence presented further validates the proposed association between inclusive leadership and proactive behavior, and it also enriches related theories. Second, our study introduced workplace gratitude as a mediator, deepening the understanding of the mechanisms linking inclusive leadership and proactive behavior.

This paper examines the associations between leadership behaviours, organizational commitment, occupational stress and organisational citizenship behaviours (OCBs) at the Vietnamese private business school libraries. Another objective of this research is to explore the mediating role of organisational commitment and occupational stress on the connection between leadership behaviours and OCBs.

The authors collected 294 staffs from various Vietnamese private business school libraries.

The findings confirm that leadership dimensions significantly influence OCBs, and organisational commitment plays a mediating role in the relationship between relationship-oriented leadership behaviour (ROL) and OCBs.

The current result indicates that two types of leadership behaviour significantly affect employee citizen behaviours. Organisations should also distribute opportunities for workers to stick to citizenship behaviours by implementing organisational commitment interventions.

The obtained findings are a new exploration when no previous empirical literature has investigated the relationships among four constructs.

This study investigates the direct influence of ambidextrous leadership on employees’ innovation behaviour, the mediating role of innovative self-efficacy and harmonious work passion, and the moderating role of Zhong-Yong thinking.

The authors conducted a series of questionnaire surveys to collect data in three time periods and from multiple sources; 332 supervisor–subordinate matched samples were obtained. The hypothesised relationships were tested using structural equation modelling and ProClin.

Ambidextrous leadership is positively associated with employees’ innovation behaviour, while innovative self-efficacy and harmonious work passion play mediating roles. The analysis further confirms that innovative self-efficacy and harmonious work passion play a chained double-mediating role between ambidextrous leadership and employees’ innovation behaviour, while Zhong-Yong thinking plays moderating roles between ambidextrous leadership and innovative self-efficacy and between ambidextrous leadership and harmonious work passion.

This study demonstrates the influence of ambidextrous leadership on employees’ innovation behaviour, specifically the role of ambidextrous leadership, and extends the relationship’s theoretical foundation. It is also expected to provide inspiration and serve as a reference for local Chinese management.

Achieving continuous innovation performance still poses a major challenge to established companies as it requires high flexibility and adaptability in usually efficiently structured organisations. One way to tackle this challenge lies in establishing effective behaviours to successfully establish and apply innovation leadership mechanisms in an organisation. The emerging agile leadership style could provide such effective behaviours, as it addresses the demand for flexibility and adaptability on the organisational level. Despite these clear parallels research on the link between agile leadership and innovation leadership, and their possible combined contribution to drive continuous innovation performance is still in its infancy. Accordingly, the present study examines the behaviours of agile leaders to promote continuous innovation in established companies. It applies a discovery-driven research process of agile leaders to derive and categorise their behaviours. The subsequent comparison of the identified agile leadership behaviours with innovation leadership mechanisms from existing literature leads to eight specific, combined agile leadership principles within the three categories empowerment, performance enhancement, and support for continuous innovation. Eventually, this basis allows the conceptualisation of a first exploratory framework with the identified behaviours as possible enablers, and innovation leadership mechanisms as possible mediators for the continuous innovation performance, subject to test. These findings enhance existing theory by clarifying a possible link between agile leadership and continuous innovation. That way, practitioners can profit from concrete principles for agile leaders to inspire and enable continuous innovation in individuals and teams.