Investigating the serial psychological processes of workplace COVID-19 infection risk and employees' performance.

Drawing on concepts from conservation of resources theory, this study examines the effects of perceived workplace COVID-19 infection risk on employees' in-role (i.e., task), extra-role (i.e., OCBs: organizational citizenship behaviors), and creative performance via three mediators, namely, uncertainty, self-control, and psychological capital (i.e., PsyCap), and the moderation of leaders' safety commitment. Three sets of surveys were collected from 445 employees and 115 supervisors working in various industries during the 2021 COVID-19 (Alpha and Delta variants) outbreak in Taiwan, when vaccinations were not yet readily available. The Bayesian multilevel results reveal that COVID-19 infection risk (Time 1) is negatively associated with creativity (Time 3) as well as supervisor-rated task performance and OCBs (Time 3) via PsyCap. Additionally, the relationship between COVID-19 infection risk and creativity is mediated by the serial psychological processes of uncertainty (Time 2), self-control (Time 2), and PsyCap (Time 3). Furthermore, supervisors' safety commitment marginally moderates the relationships between uncertainty and self-control and between self-control and PsyCap. Conditional indirect results show that the effect of uncertainty on PsyCap via self-control is significant for supervisors with high-level safety commitment, and the effect of self-control on creative performance via PsyCap is significant for supervisors with both high- and low-level safety commitment. In summary, workplace COVID-19 infection risk stimulates a tandem psychological process and impairs employees' work-related performance; PsyCap plays a dominant role in this context. Leaders may prevent similar negative impacts by committing to ensuring workplace security to compensate for employees' resource loss when facing future crises or threats. Supplementary Information: The online version contains supplementary material available at 10.1007/s12144-023-04583-4.

How Followership Boosts Creative Performance as Mediated by Work Autonomy and Creative Self-Efficacy in Higher Education Administrative Jobs.

Followership is an important but understudied domain. This study adopted a follower-centric perspective to examine the internal process by which followership affects creative performance via work autonomy and creative self-efficacy. The study employed a 3-wave survey of 341 employees of a Taiwanese university to achieve the research purpose. This study showed that effective followership (Time 1) is positively associated with employees' work autonomy (Time 1) and creative self-efficacy (Time 2). Work autonomy and creative self-efficacy mediate the relationship between effective followership and creative performance (Time 3). This study's empirical findings provide an improved way of measuring followership and broaden our understanding of how followership triggers intrinsic motivation to facilitate creative performance.