Wendian Shi

Built upon the core tenets of Cybernetic Big Five Theory, the present research explores how Autistic Traits operate dynamically within a unified network encompassing personality meta‐traits (Plasticity and Stability) and multiple facets of prospective cognition. Based on three‐wave longitudinal data of 570 non‐clinical young adults, temporal network analysis was implemented to model cross‐domain temporal interplay. Results revealed an interconnected system: Social Camouflaging negatively predicted subsequent Social Autistic Traits and formed mutually reinforcing bidirectional pathways with Future Imagination. Far‐Target Orientation buffered Cognitive Rigidity but induced a notable “paradox of planning”, as it concurrently suppressed Future Action Agency and Purpose Consciousness. Future Action Agency exerted positive prospective effects on later Purpose Consciousness, and Future Imagination maintained reciprocal positive temporal associations with Purpose Consciousness. Stability exhibited dual concurrent outcomes: it boosted Future Imagination while simultaneously increasing Rigidity. These findings provide the first within‐person evidence that Autistic Traits develop dynamically through interactive processes across personality and future cognition. Practically, supportive strategies should strengthen Future Action Agency and Purpose Consciousness, redirect Future Imagination toward functional planning, and apply Far‐Target Orientation to alleviate Rigidity while safeguarding present agency.

In clinical samples of adolescents with depression, the underlying causes of non-suicidal self-injury (NSSI) across different developmental stages of adole

Background: Autistic traits (ATs) and social anxiety (SA) are closely associated; however, few studies have investigated the potential mediating mechanism of this relationship using longitudinal data. This study examined: (1) the developmental trajectories of ATs, rumination, and SA among college students; (2) whether the baseline levels of ATs predicted the developmental trajectories of SA; and (3) whether the trajectories of rumination mediated this longitudinal association. Methods: This study enrolled 397 college students to complete Broad Autism Phenotype Questionnaire, Discriminative Response Scale, and SA Disorder Dimension three times over the course of a year. Three unconditional latent growth models (LGMs) were first used to explore the trajectories of ATs, rumination, and SA, respectively. Then, a conditional LGM was used to examine the direct longitudinal association between ATs and SA. Finally, a structural equation model was further used to examine the longitudinal mediating role of rumination between ATs and SA. Results: For college students, ATs remained relatively stable, whereas rumination and SA declined across the study period. Furthermore, ATs positively predicted the intercept of SA ( β = 0.66, p < 0.001), and negatively predicted the slope of SA ( β = −0.29, p < 0.001). More importantly, higher baseline levels of rumination mediated ATs on the baseline value of SA (0.14, 95% confidence interval [CI] [0.08 0.22]), and slower rates of decline of rumination mediated ATs on the change in SA (−0.15, 95% CI [−0.46 −0.01]). Conclusions: These results indicate that college is a critical period for the abatement of rumination and SA. Furthermore, rumination might be one of the mechanisms underlying the link between ATs and SA. Interventions to prevent the negative impact of ATs might help to decrease the risk of rumination and SA in the college students.

Purpose: Drawing upon social information processing theory, this study investigates the correlation between self-serving leadership and employee expediency. It also explores the mediating effect of self-interest motivation and the moderating effect of trait mindfulness.Design/methodology/approach: A total of 147 part-time MBA students were enlisted to participate in a scenario experiment (Study 1), and 291 valid employee questionnaires were collected through a multiple-time point survey (Study 2). SPSS 23.0, MPLUS 8.0 and PROCESS programs were used to analyze the data and test the hypotheses.Findings: Study 1 illustrated a positive correlation between self-serving leadership and employee expediency. It also identified self-interest motivation as a mediating factor in the correlation between self-serving leadership and expediency. Study 2 replicated the results obtained in Study 1 and expanded upon them by demonstrating that trait mindfulness moderates the association between self-serving leadership and self-interest motivation. Additionally, trait mindfulness moderates the indirect effect of self-serving leadership on expediency.Practical implications: This research argues that organizations should take steps to prevent self-serving leadership in order to reduce employee expediency. Furthermore, it is advisable to provide ethics training to employees who exhibit high trait mindfulness, as they show increased sensitivity to self-serving leadership and are more likely to engage in unethical behavior.Originality/value: This study expands the existing research on the ethical outcomes of self-serving leadership and contributes to a deeper understanding of the negative aspects of trait mindfulness.

Organizational socialization of the new generation of employees has become a hot topic affecting the sustainable development of organizations. From the perspective of a proactive motivation model, the mechanism of career aspirations on new generation employees’ proactive socialization behaviors was explored. Three hundred three responses were gathered from an online survey. The results show that career aspirations were positively associated with proactive socialization behavior. Sense of hope played a mediating role in the relationship between career aspirations and proactive socialization behavior. Perceived organizational support moderated the relationship between career aspirations and a sense of hope. As employees’ perception of organizational support increases, the positive effect of career aspirations on a sense of hope is weakened. Our findings help to understand why new generation employees exhibit proactive socialization behavior and provide management insights for organizations to motivate new generation employees to take proactive socialization behaviors.