Ruiqian Jia

Recently, home office and remote working have gained momentum triggering questions of the impact of ethical leadership on helping behavior and its ethical implication for employees and companies. In this study, we propose a moderated mediation model to clarify the mechanism of ethical leadership on online helping behavior, and tested this model using three-wave data from a sample of 481 employees in mainland China. We found that ethical leadership had a positive effect on subordinates’ other-praising moral emotion, and that these moral emotions significantly influenced online helping behavior. Subordinates’ other-praising moral emotion mediated the relationship between ethical leadership and online helping behavior. Moreover, the relationship between ethical leadership and other-praising moral emotion was more significant for employees with high moral identity. Finally, our findings provide new insights into how to motivate employees’ online helping behaviors through managerial practices for organizations.

We used data from 441 managers of science and technology enterprises to empirically test the dynamic capability path and resource‐based path of ability‐enhancing, motivation‐enhancing and opportunity‐enhancing (AMO) strategic human resource management as influencing factors on performance. The results show that AMO‐enhancing strategic human resource management affects organizational performance through organizational emotional capability and organizational intellectual capital in the start‐up stage. In the development stage, ability‐ and opportunity‐enhancing strategic human resource management affects performance through organizational emotional capability and organizational intellectual capital, while motivation‐enhancing strategic human resource management has no significant impact on performance. In the mature stage, ability‐enhancing strategic human resource management influences performance through organizational emotional capability, while motivation‐ and opportunity‐enhancing strategic human resource management has no significant effect on performance.

Purpose: Organizations is increasingly depending on team creativity to create a sustainable competitive advantage. The purpose of this study is to examine the relation between knowledge-oriented leadership and team creativity.Design/methodology/approach: The hypotheses were tested with a sample of 89 knowledge worker teams consisting of 412 employees and employers in China.Findings: Results show that knowledge-oriented leadership is positively associated with team creativity, mediated by team learning. Additionally, task interdependence and task complexity can strengthen the positive relation between team learning and team creativity.Originality/value: The study is the first to explore the relation between knowledge-oriented leadership and team creativity and the moderating role of task interdependence and task complexity in the relation between team learning and team creativity.

Radical innovation is a fundamental approach to achieving sustainable and competitive advantage. However, existing studies have not adequately explored the antecedents of radical innovation; in particular, consideration of leadership factors in a Chinese context is lacking. Ambidextrous leadership provides a new perspective for explaining radical innovation. In this study, we developed a moderation model and tested it with three‐wave data of 511 employees from the Chinese mainland, linking ambidextrous leadership with radical innovative capability. The results support our hypotheses that high‐empowering–low‐directive leadership (punctuated ambidextrous leadership) is more beneficial for radical innovation, and strong leader support can strengthen this effect. However, our hypothesis that simultaneous ambidextrous leadership influences positively radical innovation capability was not supported. These findings indicate that leaders should change their original conservative and directive strategies to enhance radical innovative capability.