Purpose Drawing on mood regulation theories, the purpose of this paper is to examine the impact of employees’ coworker-helping behaviors (OCB-Is) on the relationships between prior negative affect and subsequent job satisfaction and creative performance. The authors hypothesize that employees’ work competence is a moderator of the relation between negative affect and OCB-Is. Design/methodology/approach Data were collected by the experience sampling method of self-rating (twice per day) and coworker-rating (once per day) over two weeks by 120 administrative employees and their coworkers in a university; 743 available days were obtained. Findings Multilevel modeling showed that self-rated negative affect during the morning was associated with coworker-rated OCB-Is during the afternoon; OCB-Is were positively associated with self-rated job satisfaction and coworker-rated creative performance during the afternoon; based on an indirect effect, OCB-Is mediated the relationships between negative affect and job satisfaction, and negative affect and creative performance; and employees with high-level work competences tended to engage in OCB-Is more than employees with low-level work competences when experiencing negative affect. Originality/value These findings suggest that OCB-Is create a positive reaction by converting negative affect into positive job satisfaction and creative performance and that employees’ work competence is the boundary condition.

PurposeAdopting conservation of resources (COR) theory as a guiding framework, this study proposes that benevolent supervision (BS) is a feasible leadership style for building a positive resource gain process in subordinates' extra-role actions and reducing their exhaustion, and leader-member exchange (LMX) and positive affect (PA) serve as indirect crossover mechanisms.Design/methodology/approachSurveys were conducted at three-time points with four-week intervals. A total of 304 subordinates and 55 supervisors at a Taiwanese university participated in the surveys, and a multilevel model was used to test the hypotheses.FindingsThe results showed that prior BS (time 1) was positively associated with subordinates' subsequent LMX and PA (time 2). LMX mediated the relationship between BS and subsequent supervisor-rated contextual performance (time 3), and PA mediated the relationship between BS and subordinate-rated emotional exhaustion (time 3). In addition, supervisors' learning orientation positively moderated the relationship between BS and contextual performance via LMX, whereas supervisors' performance orientation negatively moderated this relationship.Practical implicationsThe results of the study encourage leaders to exhibit benevolence toward subordinates, increase subordinates' contextual performance and enhance personal feelings, thereby ultimately benefitting the organization.Originality/valueThis study reveals that BS is a source of resource investment in the process of subordinates' positive job (contextual performance) and personal (emotional exhaustion) resource gains through social exchange (LMX) and affective (PA) crossover mechanisms and that supervisors' goal inclinations impact this process.

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.

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.