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Summary: Although leaders' unethical pro‐organizational behavior (UPB) have been identified as one of the key drivers of employees' unethical actions in organizations, our understanding of when and why leader UPB unfolds these adverse effects is still at an early stage. By integrating social cognitive theory with the literature on ethical mindset, the present research sheds light on the cognitive processes and boundary conditions that underpin the effects of leader UPB on followers. We argue that leader UPB may undermine followers' moral efficacy, which in turn translates into heightened follower UPB and general unethical behaviors (UBs). More importantly, we propose that ethical mindset moderates the two stages of the processes, such that followers' outcome‐based ethical mindset weakens the effects of leader UPB on follower moral efficacy but strengthens the link between follower moral efficacy and their UPB and UB. The results of two field studies and one experiment provide consistent support for the hypothesized model. Theoretical and practical implications as well as avenues for future research are discussed. [ABSTRACT FROM AUTHOR]

In recent years, entrepreneurial orientation (EO) has emerged as a key concept in the management literature, with various studies demonstrating its positive effects on important firm-level outcomes. However, our understanding of whether and how EO shapes dynamics within organizations is still underdeveloped. Thus, by integrating EO and social information–processing theories, this study develops and tests a cross-level contingency model that describes how and when EO cascades through an organization—bridging firm, supervisor, and employee levels. We conducted a three-source, three-wave study involving 280 supervisors and 1,214 employees from 94 organizations to test our model. The results show that firm-level EO is positively related to employees' creative performance and that supervisors' and employees' passion for inventing serves as the central serial mediators for these links. The results also reveal that these cascading effects of EO do not occur unconditionally but depend on an important boundary condition—that is, the extent to which supervisors identify with their organizations. A follow-up study of 238 supervisors from various firms provides further support for the social information–processing perspective of our model. It shows that the link between firm EO and supervisors' passion for inventing is mediated by perceived normative expectations for creativity. Taken together, these findings offer a new perspective on the internal dynamics of EO, uncover a crucial boundary condition, and provide insights for the effective implementation of EO. [ABSTRACT FROM AUTHOR]

Considering recent corporate scandals, organizations have increased their efforts to curb unethical employee behavior. However, little is known about whether leaders comply with these efforts and how they respond to unethical employee behavior, especially when unethical actions benefit the organization. By integrating arguments from social identity and moral disengagement theories, we develop and test a model to explain how leaders respond to unethical pro‐organizational behavior (UPB) among employees. Results from one multi‐wave, multi‐source field study and one experiment showed that leader perceptions of employee UPB were positively related to leader trust in employees when leaders identified strongly with their organization or when they had a strong propensity to morally disengage. Moreover, the results revealed an important three‐way interaction effect. Leaders put considerable trust into UPB‐enacting employees when leaders both identified strongly with the organization and showed high levels of moral disengagement. In contrast, they put little trust into UPB‐enacting employees when leaders identified weakly with the organization and reported low moral disengagement. Furthermore, results showed that leader trust ultimately translated into perceived leader justice toward employees. These findings provide new and important insights into when organizations can(not) rely on their leaders to manage unethical employee behaviors. [ABSTRACT FROM AUTHOR]

Although researchers and practitioners increasingly focus on health promotion in organizations, research has been mainly fragmented and fails to integrate different organizational levels in terms of their effects on employee health. Drawing on organizational climate and social identity research, we present a cascading model of organizational health climate and demonstrate how and when leaders' perceptions of organizational health climate are linked to employee well‐being. We tested our model in two multisource studies (NStudy 1 = 65 leaders and 291 employees; NStudy 2 = 401 leader–employee dyads). Results showed that leaders' perceptions of organizational health climate were positively related to their health mindsets (i.e., their health awareness). These in turn were positively associated with their health‐promoting leadership behavior, which ultimately went along with better employee well‐being. Additionally, in Study 1, the relationship between perceived organizational health climate and leaders' health mindsets was moderated by their organizational identification. High leader identification strengthened the relationship between perceived organizational health climate and leaders' health mindsets. These findings have important implications for theory and practice as they show how the dynamics of an organizational health climate can unfold in organizations and how it is related to employee well‐being via the novel concept of health‐promoting leadership. [ABSTRACT FROM AUTHOR]

Organizations increasingly depend on employee efforts to innovate. However, the quality of relationships between leaders and employees may affect the recognition that employees receive for their innovative work behaviors. Drawing from a social cognition perspective, we tested a model in which leader–member exchange (LMX) moderates the impact of employee innovative work behavior on supervisory ratings of employee performance. Results from two multisource studies combining self, colleague, and supervisor ratings consistently showed that employees receive more favorable performance ratings by engaging in innovative work behavior when they have high‐quality LMX relationships. Moreover, we found that this interactive relationship was mediated by leader perceptions of innovative employee efforts, providing support for a moderated mediation model. Implications for the literatures on performance appraisal, LMX, and innovation are discussed. [ABSTRACT FROM AUTHOR]

The ability to respond appropriately to employees' work‐related well‐being requires leaders to pay attention to their employees' well‐being in the first place. We propose that leaders' stress mindset, that is, the belief that stress is enhancing versus debilitating, may bias their perception of employees' well‐being. We further propose that this judgment then influences leaders' intention to engage in or refrain from health‐oriented leadership behavior, to express higher performance expectations, or to promote their employees. We expect this process to be stronger if leaders strongly identify with their team, increasing their perceived similarity with their employees. In three experiments (N1 = 198, N2 = 292, N3 = 250), we tested the effect of participants' stress mindset on their intention to show certain leadership behaviors, mediated by their perception of employee well‐being (emotional exhaustion, somatic symptoms, work engagement) and moderated by their team identification. Our findings largely support the association between stress mindset and the perception of well‐being. The results for the proposed mediation and the moderating function of identification were mixed. Overall, the results emphasize the critical role of leaders' stress mindset and may, thus, improve health promotion in organizations by helping leaders to adequately recognize employees' well‐being and respond appropriately. [ABSTRACT FROM AUTHOR]