The proposed nomogram with or without plasma EBV DNA resulted in more accurate prognostic prediction for NPC patients.

Job engagement denotes the extent to which an employee invests the full self in performing the job. Extant research has investigated the positive outcomes of job engagement, paying little attention to its potential costs to the organizations. Integrating the extended self theory and the literature on psychological ownership as our overarching theoretical framework, we develop and test the double-edged effects of job engagement on workplace outcomes through the mediating role of job-based psychological ownership. Analyses of two survey studies with multisource multiphase data support that job engagement can lead to positive workplace outcomes including in-role performance and organizational citizenship behaviors (OCBs) through job-based psychological ownership. At the same time, job engagement is also positively related to negative workplace outcomes including territorial behavior, knowledge hiding, and pro-job unethical behavior through the same mechanism of job-based psychological ownership. These indirect effects of job engagement on negative work outcomes are amplified by employees' avoidance motivation. The theoretical and practical implications are discussed. (PsycINFO Database Record

In this article, the authors further develop the theory of leader humility by exploring the affective impact, a vital boundary condition, and the antecedents of leader humility. Specifically, they (a) theorize how leader humility can enhance followers' performance by increasing their relational energy and decreasing their emotional exhaustion, (b) test perceived leader power in the organization as an important boundary condition of leader humility effectiveness, and (c) establish leader's incremental theory of the self (i.e., growth mindset) and relational identity as important enablers of leader humility. Surveying 211 leader-follower dyads in a two-phase study (Study 1), we find that leader humility has a positive indirect effect on followers' task performance through increased follower relational energy and decreased emotional exhaustion. In addition, the effects of leader humility on followers' relational energy with the leader, emotional exhaustion, and task performance tend to be stronger when followers perceive more power in the leader. Study 2-a multiphase field study surveying 201 leader-follower dyads embedded in 85 teams-not only replicates the results found in Study 1 with more objective, multirater employee performance, but more importantly, establishes leader incremental theory of the self (or growth mindset; Dweck, 2010) and relational identity as important antecedents of leader humility. The authors discuss theoretical and practical implications and recommend directions for future research. (PsycINFO Database Record

Our previous study demonstrated that long non-coding RNA (lncRNA) HOTTIP was maximally expressed in PDAC, and promoted cancer cell progression and epithelial to mesenchymal transition (EMT). Numerous studies indicated that lncRNAs or EMT supported cancer stem cells. However, the role of HOTTIP in pancreatic cancer stem cells (PCSCs) remains unclear. Here, we evaluated the role and mechanism of HOTTIP in PCSCs. First, we analyzed the relationship between HOTTIP expression and overall or disease-free survival in 90 patients with PDAC after radical resection. Patients with higher HOTTIP expression had shorter disease-free survival and overall survival than those with lower expression. Expression of HOTTIP and other lncRNAs was detected in PCSCs and non-PCSCs by laser capture microdissection (LCM). HOTTIP was highly expressed in PCSCs. In addition, in vitro assays showed that HOTTIP alterations affected stemness, including sphericity, tumorigenesis, and stem factors (LIN28, NANOG, OCT4, and SOX2) and markers (ALDH1, CD44, and CD133). Mechanistically, HOTTIP mediated HOXA9 to enhance the Wnt/β-catenin pathway by binding to WDR5 in PCSCs. In vivo results showed that HOTTIP or HOXA9 alterations influenced stemness. Our results indicate that the HOTTIP/WDR5/HOXA9/Wnt axis contributes to PCSC stemness and is a potential therapeutic target for PDAC.

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Although much research has been done on the relationship between leader-member exchange (LMX) and organizational citizenship behavior (OCB), little attention has been paid to the mechanism underpinning the relationship. Based on a sample of 214 supervisor-subordinate dyads from indigenous family business in China, this paper examines the mechanism by which LMX affects OCB, especially the mediating role of perceived insider status and the moderating role of Chinese traditionality. Structural equation modeling results show that: (1) LMX is positively related to OCB, and (2) perceived insider status fully mediates the relationship between LMX and OCB. Hierarchical regression results further reveal that Chinese traditionality moderates the effect of LMX on perceived insider status.

Although research suggests that leader humor shapes followers' perceptions of their leaders' status, questions remain as to whether and how leader humor can shape followers' own acquisition of status at work. Drawing from the approach-avoidance framework, we provide an important extension to the leader humor literature by developing a serial mediation model that explains how and why two styles of leader humor-aggressive humor and affiliative humor-differentially impact followers' ability to garner and wield social influence in the work environment. We theorize that leader aggressive humor, which constitutes unconstrained execution of power that is invasive and hostile in nature, produces a status-suppressing effect by activating followers' avoidance system, whereas leader affiliative humor, which constitutes relational connection with restrained superiority, produces a status-enabling effect by activating followers' approach system. We further propose that leader aggressive (affiliative) humor has a negative (positive) indirect effect on followers' constructive voice and work engagement via their avoidance (approach) orientation and workplace status. We find consistent support for our hypothesized predictions across two survey studies. We discuss theoretical and practical implications of this study.

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