The psychology of sustainability highlights the importance of building organizational environments promoting the employees’ well-being, and leaders play an important role in it. Drawing from Kahn’s theory, the purpose of this study is to simultaneously examine the mediating role of task significance, perceived organizational support (POS) and employees’ core self-evaluations (CSE) in the relationship between supervisors’ transformational leadership and job engagement. In order to test the proposed model, a structural equation modelling was performed using the bootstrapping technique in IBM SPSS Amos 23 for Windows. The sample consisted of 320 employees from emergent high-tech and knowledge-based SMEs in Spain. The results supported all the hypotheses posited. By helping employees to find the meaning and significance of their work, making them feel supported by the organization and strengthening their sense of worth and competence, transformational leaders boost job engagement, a key aspect of the human dimension of organizational sustainability. This paper contributes to the psychology of sustainability by advancing knowledge of the mechanisms through which supervisors’ transformational leadership influences employees’ well-being in terms of job engagement.

This study explores how the quality of leader–member exchange (LMX) is associated with employees’ creativity via engagement, and the moderating role of a job characteristic related to knowledge (job complexity) in this relationship. A moderated mediation model was tested on a sample of 320 employees from emergent high-tech and knowledge-based small and medium enterprises (SMEs) in Spain. The results supported an indirect influence of LMX on individual creativity through engagement. Additionally, this study found that job complexity accentuated the impact of engagement on creativity. More importantly, the findings confirmed that the intensity of the LMX–engagement–creativity relationship was moderated by job complexity. That is, the relationship was stronger when job complexity was high. Taken together, this study improves the understanding of the factors that contribute to increased employee creativity, an important outcome for high-tech and knowledge-based SMEs.

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Corporate governance, uncertainty and executive stock option plans **The purpose of this paper is to understand the reasons that have led to the use of the stock option plans (SOPs) to reward Spanish CEOs and discuss whether the popularity of this type of incentive can be attributed to the power of the CEO in the Board of Directors. To this end, the study, besides analysing how the level of monitoring and uncertainty influences the use of CEO stock option plans (SOPs) in the 100 firms with the highest stock market capitalisation listed on the Madrid Stock Exchange for the period 1999-2001, it also aims to determine the influence of the level of uncertainty in the design of SOPs. We used both logit models and difference-of-means statistical techniques to analyse the data. The results reveal that 1) the use of SOPs increases as a) the level of monitoring decreases, and b) uncertainty increases; and 2) conventional stock options granted at the money or in the money become more frequent as the uncertainty increases. In light of these results, there is reason to support the approach to the managerial power view and, therefore, to think that in some cases CEOs use SOPs to extract rents from shareholders.