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As the modern workforce is increasingly aging and age-diverse, helping older workers maintain a positive state at work is theoretically and practically imperative. Due to the heterogeneity of individuals' aging trajectories, self-initiated job crafting may be a more effective approach for older workers to manage their roles. However, limited research has addressed this critical issue systematically. Drawing on the job demands–resources model and conservation of resources theory, we examine whether role overload, skill training, and their joint effect influence older workers' job crafting behaviors, which, in turn, increase their work engagement. Our results from a multi-wave study provide support for the significant influence of role overload, skill training, and their joint effect. Specifically, role overload facilitated older workers' negative crafting behaviors (i.e., reducing demands), and skill training stimulated their positive crafting behaviors (i.e., seeking resources and seeking challenges). The results of the interaction between role overload and skill training indicated that when older workers have access to adequate skill training, role overload positively influences seeking resources and seeking challenges, and negatively influences reducing demands. Furthermore, the interaction between role overload and skill training influenced older workers' work engagement through seeking resources and seeking challenges. [ABSTRACT FROM AUTHOR]

Finding ways to motivate employees to speak up with suggestions and concerns is an important organizational concern. Drawing on the proactive motivation model, this research examines how organizational reward practices can encourage employee voice. We investigate whether tangible rewards (e.g. bonuses, pay increases, promotion) and intangible rewards (e.g. recognition, praise, positive feedback) can facilitate employee voice through the respective effects on employee psychological safety and organizational identification. Using three experiments across three different organizational and cultural contexts, we find consistent results supporting our hypotheses. Our three studies included working adults from the following regions: China (278 participants), United Kingdom (282 participants) and United States (272 participants). We conclude that employees make attributions about organizational reward practices whereby rewards signal to employees it is safe to voice and employees are valued. Our research demonstrates that both tangible and intangible rewards have indirect effects on employee voice by enhancing psychological safety, activating the 'can do' motivation process to voice, and by increasing their organizational identification that triggers the 'reason to' motivation process. We provide practical recommendations for organizations concerning how to use reward practices to best optimise psychological safety and organizational identification to encourage voice and suggest future research directions. [ABSTRACT FROM AUTHOR]

Summary: While leader‐expressed humility has received an upsurge in attention in recent years, a fundamental issue that remains unaddressed is whether leader‐expressed humility, as a bottom–up leadership approach, could indeed elevate followers' workplace status and eventually unleash their leadership potential; if so, how and when? Drawing on expectation states theory (EST) and using two multi‐wave datasets, including one from 216 one‐to‐one matched supervisor–subordinate dyads in China (Study 1) and the other from 210 subordinates in Western countries (Study 2), we provide evidence that leader humility is effective in elevating followers' workplace status, particularly when followers' individualistic orientation is high. This elevated perception of workplace status also increases followers' leadership potential, demonstrated by their motivation to lead and taking charge behaviors. These findings offer novel theoretical and practical insights into the implications of leader humility for followers' leadership potential. [ABSTRACT FROM AUTHOR]

This study develops and tests a model of the underlying mechanisms linking transformational leadership and employee creativity using a sample of 240 matched middle‐level manager and front‐line supervisor dyads from a large foreign joint‐venture company in China. We propose that personal control and employee creative personality serve as a unique psychological mechanism and an important boundary condition to simultaneously influence the relationship between transformational leadership and employee creativity. Results of moderated‐mediation analyses provided support for our conceptual model, showing that transformational leadership was positively related to personal control, which also had a positive impact on employee creativity. Furthermore, creative personality was found to moderate the relationship between transformational leadership and personal control, which in turn, mediated the joint effect on employee creativity. Findings of this study provide insights into the research on leadership development and work design in HRM, which can inform human resource managers to design effective strategies and systems that can increase employees' creativity. [ABSTRACT FROM AUTHOR]

We aimed to investigate whether supervisor autonomy support influences employees' radical creativity through their intrinsic work goal orientation and how employees' willingness to take risks moderates the indirect relationship. We tested our prediction using data from a field study (Study 1: 262 supervisor-subordinate dyads) and an experimental study (Study 2: 101 Chinese students). The results of Study 1 showed that supervisor autonomy support was positively related to employees' intrinsic goals and radical creativity and that intrinsic goals played a mediating role. The results of Study 2 revealed that supervisor autonomy support had a positive impact on radical creativity via intrinsic goals and that employees' willingness to take risks moderated the indirect relationship. The results of the two studies suggested that supervisor autonomy support promotes radical creativity through employee intrinsic work goal orientation when supervisors' willingness to take risks is high rather than low. [ABSTRACT FROM AUTHOR]

In this paper, we explore how the pressure to deliver high performance influences line managers in their shaping and repurposing of employee voice mechanisms to encourage improvement‐oriented voice in organizations. Using qualitative data (50 semi‐structured interviews) from two case studies, including a manufacturing organization and a university, we find line managers were proactive in the (re)shaping and repurposing of employee voice mechanisms in response to the high‐performance strategy. Where there was less HR support given to line managers, we found line managers were more inclined to create their own voice mechanisms. However, we observed that a focus on improvement‐oriented voice associated with employer interests diverted employee‐interest voice away from collective and formal channels, into more informal channels. We indicate the dangers of prioritizing an employer‐interest, improvement‐oriented voice approach. [ABSTRACT FROM AUTHOR]

Members compare their differential leader‐member exchanges (LMXs) to understand the triadic relationship (Member A, Member B, and their common leader); this will affect how members interact. Prior research based on balance theory assumes that the two members have a consensus on the structure of the triadic relationship, to argue that when Member A perceives their LMX to be lower than that of Member B, such an LMX imbalance would drive Member A to interact negatively with Member B. Comparison of LMX, however, reflects one's subjective perception, which may not be shared by the other. Therefore, we draw on social comparison theory to examine both members' comparisons of LMX simultaneously and suggest that when they both perceive the other's LMX as better than their own, they may engage more in affiliative behaviors and develop a higher‐quality coworker exchange (CWX). The results of two studies consistently supported these hypotheses. This research extends our understanding of LMX in triadic relations and demonstrates that mismatched perceptions of LMX dyadic comparison between two members (i.e., both perceive an LMX imbalance) could motivate members to develop a positive relationship. [ABSTRACT FROM AUTHOR]

The present study examines the relative influence of two distinct leadership styles, servant leadership and entrepreneurial leadership, on the organizational commitment and innovative behavior of employees working in social enterprises. Analyzing data from 169 employees and 42 social entrepreneurs, we found that, although servant leadership was positively related to followers' organizational commitment, the relationship between entrepreneurial leadership and organizational commitment was insignificant. In contrast, whilst we found evidence that entrepreneurial leadership was positively related to followers' innovative behavior, the relationship between servant leadership and employees' innovative behavior was insignificant. Our research contributes to the underdeveloped literature on leadership in social enterprises by exploring the relative effectiveness of different leadership styles (namely an entrepreneurial leadership style and a servant leadership style) in promoting follower work attitudes and behaviors in social enterprises. In addition, our research demonstrates the importance of leadership over and above followers' individual differences such as pro-social motivation and creative self-efficacy. [ABSTRACT FROM AUTHOR]