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Extant research has uniformly demonstrated that servant leadership is beneficial for followers, teams, and even organizations. Drawing upon social information processing theory and social exchange theory, we challenge this prevalent conclusion by analyzing the dual impact mechanism of servant leadership on followers' work–family conflict. A total of 402 Chinese working adults responded to a three‐wave online questionnaire survey. The results revealed that: on the one hand, servant leadership can enhance thriving at work and reduce the work–family conflict of subordinates; on the other hand, servant leadership can also trigger workaholism in subordinates, which can increase work–family conflict. Traditionality of followers moderates the dual mechanism of servant leadership on work–family conflict. This study reveals the benefits and perils of servant leadership and the important role that traditionality plays in this unique leadership process. [ABSTRACT FROM AUTHOR]

The literature often focuses on the positive effects of mentoring, especially for protégés. When mentoring experiences are negative, the assumption is that these negative effects are less detrimental to the mentor than to the protégé, owing to the mentor's greater relative power in the relationship. This study uses ego depletion theory to examine the link between negative mentoring experiences (as rated by protégés) and mentor creativity and focuses on the mediating and moderating roles of mentor ego depletion and mentor traditionality on this link. The results are based on data from 227 protégés, 187 mentors, and 187 supervisors of mentors in Chinese organizations. The findings support a mediating effect of ego depletion on the negative relationship between negative mentoring experiences and mentor creativity. In addition, the study finds that traditionality attenuates both the positive relationship between negative mentoring experiences and ego depletion and the indirect effect of negative mentoring experiences on mentors' creativity through ego depletion. The implications for management theory and practice are discussed. [ABSTRACT FROM AUTHOR]

Mentorship quality is an important aspect of mentorship effectiveness, yet we know little about its predictors. Using social identity theory, we examined the relationship between mentor alcohol use norms and mentorship quality as perceived by protégés. Our study also considered the mediating role of protégé identification with the mentor and the moderating role of protégé traditionality. The findings, based on mentor‐protégé dyadic data collected through a three‐wave survey in China, indicate that mentor alcohol use norms are negatively related to mentorship quality, and that this relationship is mediated by protégé identification with the mentor. Furthermore, the traditionality of protégés alleviates not only the negative relationship between mentor alcohol use norms and protégé identification with the mentor, but also the indirect relationship between mentor alcohol use norms and mentorship quality via protégé identification with the mentor. The results underscore the value of focusing on mentor behavioral norms that are not directed toward the protégé. We conclude with a discussion of the theoretical and practical implications for mentoring research. [ABSTRACT FROM AUTHOR]

Based on self‐consistency theory, this study examined the relationship between mentoring quality as perceived by protégés and protégés' proactive behavior. It focused on the mediating role of organization‐based self‐esteem (OBSE) and the moderating role of traditionality. To examine these relationships, we administrated three‐wave surveys to 237 subordinate–supervisor dyads in a construction enterprise. The results of hierarchical linear modeling demonstrated that (a) mentoring quality and proactive behavior had a positive relationship; (b) OBSE mediated this relationship; and (c) traditionality strengthened both the relationship between mentoring quality and OBSE and the indirect effect of mentoring quality on proactive behavior via OBSE. Our findings have theoretical and practical implications for research on mentoring and proactive behavior. [ABSTRACT FROM AUTHOR]

The findings on the relationship between job demands and job performance have been inconsistent in previous studies. Drawing on social exchange theory, we examined the moderating effect of job security on the job demands -job performance relationship. Three studies with cross-sectional and time-lagged designs were conducted. The results of Studies 1 and 2 consistently demonstrated that job demands significantly improved employee performance in the context of higher job security, whereas job demands impaired performance to some extent when job security was lower. Study 3 replicated these findings and also showed that the positive moderating effect was stronger for employees with lower rather than higher levels of traditionality. The importance of job security to improving employees' performance in stressful workplaces was affirmed. These findings contribute to theories linking job demands to job performance and have practical implications for managers in high-stress environments, especially in developing countries. Practitioner points Job demands may lead to good performance when employees' job security is high., Appropriate human resource practices should promise employees' perceived job security rather than only reducing job demands., Employers should pay more attention to maintaining the social exchange relationships with employees having lower traditional values. [ABSTRACT FROM AUTHOR]

This study examined the relationships between ethical leadership, as perceived by subordinates, and task performance as well as organizational citizenship behaviour towards the organization ( OCBO) and towards individuals ( OCBI), while lending consideration to the moderating roles of subordinates' workplace friendships and traditionality in China. The results, which were based on two-phase data from a sample of 312 supervisor-subordinate dyads in a manufacturing firm, indicated that ethical leadership positively related to subordinates' OCBO and OCBI. Moreover, subordinates' workplace friendships strengthened the relationship between ethical leadership and task performance, whereas subordinates' traditionality strengthened the relationships between ethical leadership and task performance, OCBO, and OCBI. The theoretical and managerial implications of these results were discussed. Practitioner points Findings provide evidence that enhancing ethical leadership promotes subordinates' OCBO and OCBI., Encouraging employees to develop friendships can enhance the positive effects of ethical leadership on task performance., Encouraging employees to hold traditional values can enhance the positive effects of ethical leadership on task performance, OCBO, and OCBI. [ABSTRACT FROM AUTHOR]

A test of 300 young students on individual modernity in China was carried out. The results indicated that there was a significant difference in individual modernity between the students from town and those from the countryside, as well as between males and females. There were also differences in individual modernity between each two of the levels of education. The students from town were more modern than those from the countryside. The males were more traditional than the females. With the rising educational level, the students’ traditionality will decrease and modernity will increase. [ABSTRACT FROM AUTHOR]