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Humility is regarded as a valuable virtue in modern organizations. Building on the person–supervisor fit theory and the similarity-attraction approach, this study investigated the effect of leader–follower congruence in humility on follower voice through follower affective attachment. We examined our hypotheses using dyadic data from questionnaire surveys of 553 leader–follower pairings in Chinese companies. The results indicate that leader–follower congruence in humility enhances follower affective attachment, which eventually promotes follower voice. In addition, followers in congruent leader−follower dyads with high humility perceived higher levels of affective attachment than those in congruent leader−follower dyads with low humility. We discussed the theoretical implications for literature on humility, voice, and person–supervisor fit.

This study uses the social identity perspective to explore the influence of benevolent leadership on followers’ unethical pro-organizational behavior (UPB). We also investigate the mediating role of supervisor identification and the moderating role of moral identity in the relationship between benevolent leadership and the followers’ UPB. We used a questionnaire survey to collect followers’ data in China at two points in time, resulting in 257 usable followers’ responses to test our hypotheses. The results show that benevolent leadership can predict follower UPB through supervisor identification. Moreover, moral identity moderates the relationship between benevolent leadership and follower UPB, as well as that between supervisor identification and follower UPB. Finally, moderated-mediation analysis revealed moral identity moderated the benevolent leadership indirect effect on the follower UPB via supervisor identification. Managers can use the insights in this study to monitor the influence of benevolence on UPB.

Based on motivation theory, this study investigated the relationship between public service motivation and prosocial behavior among college students, while further examining the mediating role of social innovation in that context. We conducted a questionnaire survey to collect relevant data from college students in China, thereby obtaining 125 valid responses for use in testing our hypotheses. Results showed that public service motivation and social innovation were both positively related to prosocial behavior, while social innovation mediated the relationship between public service motivation and prosocial behavior. We discussed the implications of the results, limitations, and future directions.

Drawing on the social cognitive theory of moral disengagement, this study examined the influence of the authoritarian-benevolent style of ambidextrous leadership on follower unethical pro-organizational behavior (UPB), mediated via moral disengagement. We tested the hypotheses using a sample of 175 participants at two time points. The results indicated that authoritarian-benevolent leadership affects moral disengagement. In addition, followers in congruent dyads with low authoritarian-benevolent leadership perceived higher levels of moral disengagement than those in congruent dyads with high authoritarian-benevolent leadership. Furthermore, high authoritarian-benevolent leadership had an indirect effect on follower UPB via moral disengagement. Theoretical and practical implications and future research directions are suggested.

Based on social learning theory, this paper investigated the relationship between authentic leadership and employee voice as well as the mediating role of felt obligations for change, and the moderating role of power distance orientation. Using a questionnaire survey, we collected employee data in China, and obtained 183 usable responses to test our hypotheses. The results show that authentic leadership is positively related to employee voice, authentic leadership positively influences felt obligations for change, and felt obligations for change mediates the relationship between authentic leadership and employee voice. Further, power distance orientation moderates the influence of authentic leadership on felt obligations for change. Theoretical implications, managerial implications, and future directions are discussed.

This study develops a contingency framework by drawing upon on the perspectives of resource-based view, stakeholder, and open innovation to investigate how and when market demand, environmental proactivity, and technology competence affect a firmi¯s decision on the scope of eco-innovation. A sample composed of 1,717 service firms is utilized to test the hypotheses. A zero-truncated negative binomial approach is adopted to analyze the data. The results reveal that innovation openness plays a significant moderating role in the influence of proactivity and technology competence on the scope of eco-innovation. Specifically, environmental proactivity has a stronger effect on the scope of eco-innovation under high levels of search breadth and depth strategy. Moreover, technology competence has more influence on the scope of eco-innovation under a high level of search breadth. In addition, the results reveal that market demand positively affects the scope of eco-innovation.