Synthesizing theories of ethical leadership, psychological climate, pro-environmental behavior, and gender, first, we proposed and tested a model linking supervisors’ ethical leadership and organizational environmental citizenship behavior via a green psychological climate. Then, we tested the moderating effect of gender on the indirect ( via a green psychological environment) relationship between supervisors’ ethical leadership and organizational environmental citizenship behavior. Time-lagged (three waves, 2 months apart) survey data were collected from 447 employees in various manufacturing and service sector firms operating in China. Data were analyzed using structural equation modeling, bootstrapping, and multigroup techniques to test the hypothesized relationships. The results showed a positive relationship between employee ratings of supervisors’ ethical leadership and organizational environmental citizenship behavior. Moreover, a green psychological climate mediates the relationship between supervisors’ ethical leadership and organizational environmental citizenship behavior. Importantly, the multigroup analysis revealed that gender moderates the indirect relationship ( via green psychological climate) between supervisors’ ethical leadership and organizational environmental citizenship behavior. The study carries useful practical implications for policymakers and managers concerned about environmental sustainability.

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The extant literature has focused on individuals’ knowledge-sharing behavior and its driving factors, which stimulate the knowledge transmission and exchange in organizations. However, little research has focused on factors that inhibit knowledge sharing and encourage individuals to hide their knowledge. Therefore, based on social exchange and displaced aggression theories, the study proposed and checked a model that examined the effect of abusive supervision on knowledge hiding (KH) via a psychological contract breach (PCB). The Psychological ownership was regarded as a boundary condition on abusive supervision and KH relationship. Using a time-lagged method, we recruited 344 full-time employees enrolled in an executive development program in a large university in China. The findings show that PCB mediates the association between abusive supervision and KH. Similarly, psychological ownership moderates the association between abusive supervision and KH. Employees with high psychological ownership minimized the effect of abusive supervision on KH. Based on study findings, contributions to theory and practice, limitations, and future directions are discussed.

We tested the relationship between laissez‐faire leadership and job burnout and the mediating role of work alienation in this relationship. We also examined the moderating role of political skill in the relationship between laissez‐faire leadership and burnout. Based on time‐lagged (three waves, two months apart) survey data collected from 272 employees in 92 firms operating in China, our results showed that laissez‐faire leadership was positively related to burnout both directly and via work alienation. Moreover, the positive relationship between laissez‐faire leadership and burnout was contingent on political skill, such that the relationship was weak when political skill was high. The study provides useful suggestions to help managers curb employees' feelings of burnout and work alienation.