Drawing on implicit leadership theory and the mindfulness literature, we propose that perceived authentic leadership mediates the relationship between follower mindfulness and follower well-being. Leader mindfulness plays a moderating role in this process. We validated these hypotheses with the two-wave data from 56 leaders and 275 followers in two private enterprises located in China. We used Mplus 8.0 to test our hypotheses. Consistent with our hypotheses, the results showed that perceived authentic leadership mediated the positive relationship between follower mindfulness and follower well-being. Higher leader mindfulness enhanced the effect of follower mindfulness on perceived authentic leadership and also strengthened the indirect effect of follower mindfulness on follower well-being via perceived authentic leadership. The theoretical and managerial implications are further discussed in the light of these findings.

Summary Why and when does team mindfulness help to reduce team relationship conflict? To answer this question, we develop and test a theoretical model that builds on Deutsch's theory of cooperation and competition. A two‐wave time‐lagged survey was conducted with 68 teams in an airline food service company located in China. The results showed that team mindfulness was negatively related to team relationship conflict via an increased cooperative conflict approach and a decreased competitive conflict approach. Further, high team job demands were shown to weaken the positive direct effect of team mindfulness on a cooperative conflict approach, as well as the indirect effect of team mindfulness on team relationship conflict via a cooperative approach. Theoretical contributions and practical implications are discussed.

In recent years, research on brain-computer interfaces has been increasing in the field of education, and mobile learning has become a very important way of learning. In this study, EEG experiment of a group of iPad-based mobile learners was conducted through algorithm optimization on the TGAM chip. Under the three learning media (text, text + graphic, and video), the researchers analyzed the difference in learners’ attention. The study found no significant difference in attention in different media, but learners using text media had the highest attention value. Later, the researchers studied the attention of learners with different learning styles and found that active and reflective learners’ attention exhibited significant differences when using video media to learn.

Mindfulness has received increasing attention from scholars and practitioners, and considerable research has demonstrated the intrapersonal effects of mindfulness at work or at home. Research to date, however, has overlooked potential interpersonal effects of mindfulness across the work and family domains. Drawing on the spillover‐crossover model and the mindfulness literature, we investigate the effects of spouse mindfulness at home on employee work and family outcomes. We test our model using dyadic experience‐sampling data collected from 125 focal employees and their spouses over 10 consecutive workdays. The results indicated that, at the within‐person level, spouse mindfulness at home was positively associated with employee authentic emotional sharing at home, which, in turn, was positively associated with employee positive effect at home but negatively associated with employee negative affect at home. The results also indicated that spouse mindfulness at home had a positive indirect effect on family satisfaction at home and work engagement during the next morning through enhancing employee authentic emotional sharing at home. We discuss the implications of these findings and directions for the mindfulness research.

No abstract

Existing studies mainly explore the antecedents and distal outcomes of voice behavior of employees. Less is known about what may occur after supervisors endorse ideas of employees. Based on the conservation of resources theory, we explored how and when voice endorsement affects job performance and voice behavior of employees. With the sample of 444 matched supervisor–subordinate pairs from a large organization, we found that voice endorsement of supervisors positively influences voice behavior and job performance of employees through the mediating effects of positive mood and work engagement. Additionally, we found that the voice commitment of employees strengthens the influence of voice endorsement of supervisors on positive mood of employees. Theoretical and practical implications of these findings are discussed.

No abstract

Although a number of studies have examined the antecedents of employee voice, knowledge on the consequences of voice, especially in terms of the coworkers' responses, is limited. The current research addresses this important issue by examining when and why employee voice, as a citizenship behavior, can facilitate coworker support. Drawing on expectancy violation theory, we propose that higher job demands strengthen the positive relationship between employee voice and coworker support by decreasing coworker voice expectation. We tested our hypotheses using two complementary studies: Study 1 adopted an experience sampling methodology and collected data consisting of 944 daily responses from 103 employees over a 10-day period; Study 2 adopted a two-wave survey design and collected data from 161 employee-coworker dyads. The results support our hypotheses that higher (versus lower) job demands enhance the positive association between employee voice and coworker support via decreased (versus increased) coworker voice expectation.