The purpose of this study was to investigate the relationship between authentic leadership and the three dimensions of employee well-being (job satisfaction, perceived work stress, and stress symptoms). Furthermore, attachment insecurity was considered as a mediating factor between authentic leadership and the three dimensions of employee well-being. Data were obtained from a field sample of 212 health care providers with patient contact at five hospitals in the North East of Iran. Initially, collected data were analyzed with multiple confirmatory factor analyses. Then, structural equation modeling was applied to test proposed hypotheses. First, it was shown that authentic leadership negatively impacted attachment insecurity. Second, attachment insecurity proved to be a factor impinging upon job satisfaction. On the contrary, higher levels of attachment insecurity was associated with higher levels of perceived stress and stress symptoms. Third, it was revealed that attachment insecurity partially mediated the relationship between authentic leadership and job satisfaction and fully mediated the relationship between authentic leadership, perceived stress, and stress symptoms. According to the literature of authentic leadership, this is one of the first research studies, and literally the first in the East exploring the effects of authentic leadership on the exclusive combination of dimensions offered in this paper. Moreover, researchers in the field of management have not delved enough into attachment and its antecedents and consequences in leader-follower relationship. This is one of the first studies to provide evidence of the relationship between authentic leadership, attachment security and employee well-being. As a further analysis, the final model was separately put under the two different lens of gender (female and male) and some interesting findings were discussed in the discussion.

Purpose -The purpose of this paper is to examine the influence of organizational culture (OC) on the building blocks of innovation culture (IC) in Iranian auto companies. Design/methodology -In total, a sample of six large auto companies were examined and 245 questionnaires completed by employees. A conceptual model was developed and the hypotheses analyzed by using exploratory factor analysis and then the direct and indirect effects of constructs were analyzed by path analysis technique. Findings -Findings suggest that the constructs of OC correlate with those of IC. These correlations are all positive except for the relations between consistency and organizational learning, as well as of that between consistency and creativity and improvement. Practical implications -First, this paper has checked the validity of both questionnaires in an Iranian context so that they could be used with more confidence. Second, innovation can flow in the organizations when organizational culture supports it. This research specified those elements which can help managers and executives find the aspects of OC which can increase IC. Originality/value -The paper serves as a reference for fostering an IC in auto companies. Paying attention to different aspects of OC can have a positive effect on making innovation pervasive in organizations. This research was done for the first time in an Asian context and is literally unprecedented in Iran.

Different studies have shown that transformational leadership, which is categorized as a positive leadership, can increase employee's well-being and innovation. However, the research about the social interactional mechanism used to improve the aforementioned outcomes is scant. This research investigates the mediating roles of leader's active empathetic listening and psychological safety through a survey data collected from 583 postgraduate management students in three top universities in Iran working either full-time or part-time. After doing a series of confirmatory factor analyses, this study employed structural equation modeling to test the hypotheses of the proposed model. Results of the analyses revealed that leader's active empathetic listening and psychological safety fully mediated the influence of TL on innovative work behavior, and partially mediated the influence of TL on employee well-being. This paper contributes in three ways. First, it investigates the mediating roles of leader's active empathetic listening and psychological safety as two interpersonal factors on innovative work behavior and employee well-being. Second, findings of the study make contributions to the body of research in a number of related disciplines, such as transformational leadership, employee well-being, and innovative work behavior. Third, this paper highlights the significant impact of listening as a taken-for-granted aspect of interactions in leader-follower relationship. Implications of the findings for research and practice are discussed.

Purpose – The purpose of this paper is to examine how a supervisor’s incivility in teams impact team’s creative performance through the mediating factor of knowledge sharing intention among team members. Moreover, the moderating role of collaborative climate was investigated as protector against leaders’ incivility. Design/methodology/approach – The proposed multi-level model was tested by surveying 312 health care providers nested within 42 work units at eight large hospitals in Iran. Multi-level regression analysis was used to analyze the data. Findings – The findings revealed that those team members experiencing incivility from their supervisors are more likely to show reluctance to share knowledge with team members and as a consequence this response further decreases team’s creative performance. However, the climate of collaboration inside hospitals can buffer the negative impact of incivility on their readiness to share knowledge. Practical implications – In team-based organizations, a supervisor’s incivility can stifle the creative performance of his/her team through blocking the knowledge sharing of members. First, human resource department should have some plans to curtail incivility of supervisors. Second, establishing a climate of collaboration and trust among team members can mitigate the insidious effects of supervisors’ incivility. Originality/value – In prior research studies, the role of incivility on individual outcomes has been highlighted. This paper, according to the best knowledge of the author, is the first considering the negative impact of incivility on team’s performance. Moreover, collaborative climate is a novel moderator considered in this study.

The impact of implicit leadership theories on performance and the mechanism linking them have received insufficient theoretical and research attention. Drawing on Bandura's social cognitive theory, the present study contributes theory through examining the assertion that higher congruence between followers' implicit leadership theory and the characteristics of supervisors enhance job performance through higher quality of leader-member exchange and self-efficacy. Moreover, in the proposed model, attachment insecurity was considered as the antecedent of the congruence and leader-member exchange in addition to the moderator of the relationship between them. Capitalizing upon Structural Equation Modeling (SEM), this study tested the model in a field study using a sample of employees in knowledge-oriented firms in Iran. The results suggest that the congruence between followers' implicit leadership theory and the characteristics of supervisors does not directly impact performance and leader-member exchange and self-efficacy are the full mediators. The results also showed that attachment insecurity is the predictor of neither the congruence nor the leader-member exchange. Additionally, attachment insecurity moderates the relationship between these two variables in a way that when attachment insecurity is high, the congruence has more positive impact on leader-member exchange.