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This study investigates the positive and negative effects of developmental job experience (DJE) on employees’ innovative behavior. Relying on transactional stress theory, we hypothesize the mediating roles of psychological capital and burnout in the relationship between DJE and innovative behavior as assessed by team leaders. The results reveal that DJE is only indirectly related to innovative behavior via psychological capital and burnout when employees’ perceived job mobility within an organization (PJM) is low (moderated mediation). We also find that employees’ PJM significantly and differentially moderates the relationships between DJE and psychological capital and between DJE and burnout. Our study provides both theoretical and practical guidance on how to utilize developmental jobs to promote employees’ innovative behavior.

In a study of 357 managers using multiple methods and raters, we investigated how leaders' affective experience was linked to their transformational leadership. As predicted, we found that leaders who experienced more pleasantness at work were rated by their subordinates as more transformational, and this relationship was partially mediated by leaders' affective organizational commitment. Surprisingly, job satisfaction did not mediate this relationship. Theoretical and practical implications of these findings are discussed.

We advance understanding of the role that leaders play in promoting psychological empowerment and positive work outcomes (job satisfaction, organizational commitment and job performance) for employees who engage in a high degree of electronic communication in their job. By integrating leader–member exchange (LMX) theory and theories of electronic communication, we build and test a mediated moderation model in which employees’ degree of electronic communication in their job amplifies the positive relationship that LMX has to psychological empowerment and subsequent employee work outcomes. Based on a sample of 353 early-career professionals employed in a range of different types of organizations, we found general support for the hypothesized model. We discuss the study’s theoretical and practical implications for leading employees in electronically-enabled work environments.