ABSTRACT
This study aims to reveal the impact of proactive personality on career success (i.e., subjective career success, salary, and promotion) and the sequential mediation effect of organizational citizenship behavior (OCB) and task performance on the relationship. Utilizing meta-analytic structural equation modeling (MASEM) technology sampling 101,131 employees from multiple organizations and industries, which deeply decreased sampling error, the results indicated slightly different findings of proactive personality and three types of career success. Specifically, in relation to salary, OCB and task performance independently transmit the effects of proactive personality to subjective career success, but they sequentially mediate this link as well. In regard to subjective career success and promotion, OCB (but not task performance) mediates the relationship between proactive personality and promotion. OCB and task performance sequentially mediate these links. We discussed findings cautiously and purpose future research directions.
ABSTRACT
This paper provides the first meta-analytic examination of the relationship between leadership and followers' intrinsic motivation. In particular, we examined 6 leadership variables (transformational, ethical, leader-member exchange, servant, empowering, and abusive supervision) using data from 50 independent samples and 21,873 participants. We found that transformational leadership, ethical leadership, leader-member exchange (LMX), servant leadership, and empowering leadership were positively related to intrinsic motivation, whereas abusive supervision was negatively linked to intrinsic motivation. Although these leadership styles were associated with intrinsic motivation, they varied considerably in their relative importance. Empowering, ethical, and servant leadership emerged as the more important contributors to intrinsic motivation than transformational leadership. LMX showed a similar contribution with transformational leadership to intrinsic motivation. Effectiveness of leadership styles in relation to intrinsic motivation varied by power distance, publication year, and journal quality. Drawing on our findings, we discuss the theoretical and practice implications.
ABSTRACT
The revolution of self-management and organizational democracy is gaining momentum with the development of new technologies. How to stimulate high employee innovation behavior is critical to an organization's success. In this study, we built and verified a theoretical model to explore the effect of job control (JC) on employee innovative behavior (EIB), the mediating effect of creative self-efficacy (CSE), and the moderating effect of mindfulness (MF), based on the self-determination theory (SDT). For this quantitative study, a 31-item questionnaire was used to collect data from five Internet companies with 329 Chinese employees. AMOS 24.0 software was used to calculate CFA. SPSS26.0 software was used to calculate means, standard deviations, correlations, and regression analysis. The results indicate that a moderated mediation model among JC, CSE, EIB, and MF is supported. Further, JC was positively related to EIB via CSE. Moreover, MF moderated the relationship between JC and EIB and the mediating role of CSE.
ABSTRACT
The purpose of this paper is to investigate the changes in core self-evaluation (CSE) scores among Chinese employees during 2010-2019. We conducted a cross-temporal meta-analysis including 50 studies (17,400 Chinese employees) to evaluate the relationship between the year of data collection and levels of CSE. We found that correlations between levels of CSE and year of data collection were strong and positive (r > 0.500). Regression results showed that the year of data collection could predict the CSE score when the mean sample age and sex ratio (%female) were controlled. In addition, CSE scores were positively related to GDP per capita and negatively related to the unemployment rate.