The issues of organizational wrongdoing damage organizational performance and limit the development of organizations. Although organizational members may know the wrongdoing and have the opportunity to blow the whistle, they would keep silent because of the interpersonal risks. However, leaders can play an important role in shaping employee whistleblowing. This study focuses on discovering the mechanisms of how authentic leaders influence employee whistleblowing with a sample from China. Results demonstrate that authentic leadership is positively related to internal whistleblowing. Team psychological safety partly mediates the relationship between authentic leadership and internal whistleblowing. Personal identification partly mediates the relationship between authentic leadership and internal whistleblowing. The study contributes to the extant theory by filling the gap between leadership and whistleblowing.

Although the effectiveness of leader humility has been well documented, our understanding of how leader humility influences followers psychologically is limited. Surpassing a mere leader‐centric understanding of the leader influence process by more fully understanding how leadership behavior shapes followers psychologically has been identified as a critical need by leadership scholars. Drawing on self‐expansion theory, we argue that leader humility triggers followers’ self‐expansion and that this psychological change enhances followers’ self‐efficacy, which in turn contributes to followers’ task performance. We also argue that the relationship between leader humility and followers’ self‐expansion is strengthened when leaders and followers are similar in age and gender. Using a time‐lagged research design with responses from 256 leader–follower dyads, we found support for our proposed model. We discuss the theoretical implications for our findings and suggest areas for future research.

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Purpose – Prior researches have indicated that leadership had an important impact on employee creativity. However, the authors know little about the link between the dark side of leadership-abusive supervision, and employee creativity, as well as its underlying mechanisms. Combining psychological safety theory and social identification theory, the purpose of this paper is to examine the relationship between abusive supervision and employee creativity and the mediating role of psychological safety and organizational identification between abusive supervision and employee creativity. Design/methodology/approach – The authors conducted a multi-source and time-lagged data collection. At Time 1, team members evaluated abusive supervision and psychological safety, and at Time 2, team members evaluated organization identification, and team leaders evaluated members’ creativity. Abusive supervision, psychological safety were evaluated at first stage and organizational identification, creativity were evaluated at second stage, being conducted 2-4 weeks later after the first stage. Finally 423 participants completed two waves of data collection. Findings – The results suggested that, abusive supervision had negative effects on psychological safety and organizational identification, and psychological safety partially mediated the relationship between abusive supervision and organizational identification, and organizational identification fully mediated the relationship between psychological safety and creativity, and the negative effect of abusive supervision on employee creativity was mediated by psychological safety and then by organizational identification. Originality/value – This study identifies and examines the mechanism underlying the effect of abusive supervision, and suggests that psychological safety and organizational identification are two important mediators of the complex relationship between abusive supervision and employee creativity. Therefore, this study not only re-examines the inconsistent effect of abusive supervision on employee creativity, but also represents the first attempt at integrating the psychological safety perspective and social identification theory to study employee creativity and offers important implications for theory development.

Main-chain liquid crystalline polymers that form low-temperature smectic mesophases are prepared by linking terephthalic acid, bis(4-allyloxyphenyl) ester (PPT) mesogens with 1,1,3,3,5,5-hexamethyltrisiloxane (F3) spacers via Pt-catalyzed hydrosilylation. Significant differences in thermal behavior and mesomorphic ordering are found between the polymer having unsubstituted PPT mesogens (F3-PPT-H) and the polymer having methyl substituents on the terminal rings of the mesogens (F3-PPT-CH 3 ). Combined evidence from polarized light optical microscopy, differential scanning calorimetry, and X-ray diffraction reveals S CA ordering in both polymers. Smectic elastomers are prepared by nonlinear polymerization of PPT-H or PPT-CH 3 mesogens with F3 spacers and a tetrafunctional cross-linker, tetrakis(dimethylsiloxy)silane (A 4 ). The dynamic mechanical response of unoriented, polydomain elastomers is characterized in small-strain, oscillatory shear. A prominent peak in tan δ (≡ G′′(ω)/ G′(ω)) associated with the smectic-isotropic clearing transition dominates the mechanical loss spectrum. Mesogen ring substitution is a simple synthetic approach to tuning the dynamic mechanical response of smectic elastomers for possible applications in vibration isolation or impact absorption.

Purpose -The purpose of this paper is to develop and test a model that identifies the impact of organizational justice on work performance. The model examined the mediating role played by organizational commitment and leader-member exchange (LMX) in linking organizational justice and work performance. Design/methodology/approach -The data were collected from 793 completed questionnaires sampling employees from industries across the People's Republic of China. The questionnaire included scales to measure organizational justice, organizational commitment, LMX, and work performance. The measurement of constructs and the hypothesized relationships among variables were assessed by the use of structural equation modeling. The Baron and Kenny approach was used to test the mediating effects. Findings -First, the relationship of organizational justice to work performance was mostly indirect, mediated by organizational commitment and LMX. Second, among the three kinds of organizational justice, interactional justice was the best predictor of performance. Lastly, organizational commitment accounted for more of the variance than LMX did in the mediating mechanism.Research limitations/implications -The model developed in this article provides important insights in the study of the relationship between organizational justice and work performance. Future research needs to examine the model using a cross-national sample. Originality/value -The link between organizational justice and work performance was mostly mediated by organizational commitment and LMX.

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Although previous researchers have paid significant attention to the effect of feedback on employee behavioral outcomes, few have specifically examined the influence of developmental feedback on employee job performance. In this study we examined the influences of intrinsic motivation and social exchange on the relationship between developmental feedback and job performance. Participants were 202 supervisor-subordinate dyads from 12 enterprises in China. We found that developmental feedback had a significant positive effect on both intrinsic motivation and job performance. In addition, intrinsic motivation had a significant positive relationship with job performance but it also had a partial mediating effect on the relationship between developmental feedback and job performance. Managerial implications and directions for further research are discussed.