Previous scholars have recognized the critical role of supervisors in stimulating employee innovative behavior, although it is still unclear whether and how supervisor developmental feedback impacts employee innovative behavior. To resolve this issue, the present study develops and verifies a moderated mediation model to explore the positive influence of supervisor developmental feedback on employee innovative behavior via creative self-efficacy, as well as the moderating role of a supervisor’s organizational embodiment in this process. Analyses of the multi-time data from 375 employees indicate that supervisor developmental feedback is positively associated with employee innovative behavior via his/her creative self-efficacy. Moreover, a supervisor’s organizational embodiment moderates the influence of supervisor developmental feedback on employee creative self-efficacy and the mediating role of creative self-efficacy. From these analyses, the present study not only further develops several views of pervious research in the field of supervisor feedback and employee innovation, but also provides a potential managerial way to promote employee innovative behavior from the perspective of supervisor feedback.

The purpose of the current study is to investigate the impact of humble leadership on organizational citizenship behavior (OCB) and the sequential mediation effect of strengths use and job crafting on the relationship. Data were collected at two points in time, spaced by a 2-week interval, with a sample of 260 employees working in a hospital in Beijing, China. Structural equation modeling was applied to test our predictions. The results indicated that humble leadership is positively related to OCB; the relationship between humble leadership and OCB was mediated not only by job crafting but also by strengths use and job crafting (sequential mediation). However, the indirect effect of humble leadership on OCB through the mechanism of strengths use was not statistically significant. This study advances the theory and research on the leadership-OCB relationship.

This study investigated the relationship between followers' strengths-based leadership (FSBL) and innovative behavior and the mediating role of psychological well-being (PWB) and the moderating role of core self-evaluations (CSE) in the relationship. In order to test our hypotheses data from Chinese enterprises were used. Results of multiple linear regression and bootstrapping analyses showed that FSBL is positively related to follower innovative behavior and PWB significantly mediates the FSBL-innovative behavior relationship. In addition, CSE negatively moderates the direct effect of FSBL on PWB and the indirect effect of FSBL on innovative behavior via PWB such that the direct effect of FSBL on PWB and the indirect effect of FSBL on innovative behavior via PWB will be stronger for followers with a low level of CSE rather than for followers with a high level of CSE. Theoretical implications, practical implications and future research were also discussed.

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Drawing upon ability-motivation-opportunity model, the present study attempts to inspect the association of strengths-based leadership with employee psychological well-being and the mediational role of employee strengths use and the moderating role of job autonomy in the linkage. Data were gathered using a three-wave survey from a sample of 308 employees working in a wide variety of organizations in China. Results of multiple regression analyses with bootstrapping procedure revealed that strengths-based leadership positively relates to employee psychological well-being even after controlling for employee core self-evaluation. In addition, employee strengths use was found to partially mediate the relationship of strengths-based leadership with employee psychological well-being, and this study demonstrated job autonomy to positively moderate the direct relationship of strengths-based leadership with strengths use of employee and the indirect association of strengths-based leadership with employee psychological well-being through employee strengths use. The present study advances strengths-based leadership and psychological well-being theories and research.