Despite numerous studies demonstrating that authoritarian leadership and benevolent leadership exert incompatible influence on an individual’s creativity, the combined effects of authoritarian leadership and benevolent leadership on an individual’s creativity and the related mechanisms have yet to be explained. This study tests a model that considers the combined effects of authoritarian and benevolent leadership on graduate student creativity in the universities in China, while also examining the mediating role of the intrinsic motivation of graduate students. Multisource data were collected from 297 graduate students in 60 university scientific research teams in China. The results show that when authoritarian leadership and benevolent leadership are in congruence, the intrinsic motivation of graduate students and their creativity increase as supervisor authoritarianism and benevolence increases. When authoritarian leadership and benevolent leadership are in discrepancy, the intrinsic motivation of graduate students is higher when low supervisor authoritarianism is combined with high benevolence; however, the findings also show that low authoritarian leadership combined with high benevolent leadership would not increase graduate student creativity. The relationship between authoritarian–benevolent leadership and graduate student creativity is partially mediated by intrinsic motivation. The theoretical and practical implications of the results are discussed.

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We examine the association between benevolent leadership and team creative performance in scientific research teams. Moreover, the mediating effects of creative self-efficacy and the moderating effects of openness to experience on the relationship were also analyzed. The study sample comprised 251 postgraduates from 58 scientific research teams in Chinese universities. Results revealed that benevolent leadership was positively related to team creative performance, and creative self-efficacy partially mediated this positive relationship. When team personality composition had a high average team level of or a low level of variance on openness to experience, the relationship between creative self-efficacy and team creative performance was stronger. The same situation also occurred as an indirect effect of benevolent leadership on team creative performance through creative self-efficacy. This study suggests that while people may pay focus on benevolent leadership and creative self-efficacy, team personality composition should also be considered in scientific research team practices.

The current study investigated differences in personality characteristics for emerging managers across several Asian countries as well as the United Kingdom. We hypothesized that managers from countries with a historical British influence would score similarly to managers from the United Kingdom on a measure of agency and that managers from countries with no historical British influence would score higher on a measure of conscientiousness than would managers from the British-influenced countries. To test our hypotheses, we sampled 4,519 managers across eight Asian countries that completed the Hogan Personality Inventory. We found support for our hypotheses, which suggests that historical economic and political factors can have long-lasting effects on the predominant management style of a country or region. We discuss the relevance of these results for multinational corporations and future researchers. These results can support organizations engaged in international expansion, management due-diligence programs for international mergers and acquisitions, cross-border contract negotiations, the preparation of expatriates, the development of regional managers with cross-country purview, and the development of global high-potential evaluation programs. These results can also support consulting psychologists and other professionals by providing context to coaching and development engagements that involve managers who operate in, or interact with stakeholders from, the countries we examined.

The objective of this study was to explore the influence of study abroad experience on destination loyalty and discuss the mediating role of emotional solidarity and destination image in the context of higher edutourism. A questionnaire survey was conducted among international students studying in China and 335 valid questionnaires were selected. Results of the path analysis conducted revealed that the following: (1) The study abroad experience had a significant positive effect on the international students’ destination loyalty. (2) Both emotional solidarity and destination image played a mediating role between the study abroad experience and destination loyalty of international students. (3) Emotional solidarity had a significant positive effect on the destination image of international students. (4) Emotional solidarity and destination image played a chain-mediating role between the study abroad experience and destination loyalty of international students. The results of this study could help promote destination loyalty among international students by enhancing interactions between international students and local residents, and establishing a positive image of the study destination, which is beneficial to the development of local tourism and higher education at the theoretical and practical level.