From the perspective of the integrative model of organizational trust, this study proposes a multi-level model for whether, how, and when differentiated empowering leadership influences followers' trust in leaders and their work outcomes. Drawing on a sample of 372 followers from 97 teams in China, it was found that the negative effect of differentiated empowering leadership on followers' trust in leaders became salient when followers' Chinese traditionality was low. Moreover, followers' trust in leaders mediated the effect of differentiated empowering leadership and Chinese traditionality on followers' in-role performance, extra-role performance, and counterproductive work behaviors toward the organization. These findings have implications for managerial theory and practice in the domains of trust and differentiated empowering leadership.

Drawing on the componential model of creativity (Amabile), we examined how shared leadership and a formally appointed leader's transformational leadership jointly cultivate team creativity in two studies. We conducted an experiment with a sample of 109 undergraduate students (32 teams) enrolled in a business plan competition (Study 1) and a field survey based on multisource, time‐lagged data collected from 251 full‐time employees working on 64 research and development teams (Study 2). The results from both studies revealed that shared leadership enhanced team members’ individual creative self‐efficacy and individual creativity, which in turn improved team creativity. Moreover, the results from Study 2 showed that a formally appointed leader's use of different transformational leadership behaviors had different impacts on individual and team creativity. Individual‐focused transformational leadership strengthened the positive effect of shared leadership on team members’ average individual creativity, whereas group‐focused transformational leadership facilitated the translation of teams with high average individual creativity into teams with high levels of team creativity. The theoretical and practical implications of the findings are discussed.

Drawing from self-concept and implicit leadership theories, we propose a multilevel model to examine whether, why, and when self-sacrificial leadership motivates followers’ affiliative and challenging citizenship behaviors in China. Data from 329 full-time employees in 83 work groups provide support for the hypothesized model. Specifically, we demonstrated that self-sacrificial leadership was positively related to followers’ relational self-concept constructs of leader identification and leader-based self-esteem, which had differential, downstream implications for followers’ two types of citizenship behavior. Whereas leader identification was found to mediate the positive relationship between self-sacrificial leadership and affiliative citizenship behavior only, leader-based self-esteem mediated the positive relationships of self-sacrificial leadership with both affiliative and challenging citizenship behaviors. We further demonstrated individual power distance orientation as a significant cultural contingency in the above mediation relationships, which were found to exist among followers with low rather than high power distance orientations. We conclude by discussing the theoretical and practical implications of these findings.