SummaryThis study uses an interactionist approach to examine the moderating effect of follower trait positive affectivity (trait PA) on the relation between transformational leadership and both follower creative performance and organizational citizenship behaviors (OCB). On the basis of responses from 212 employees and their direct supervisors from the research and development department of a company in Mainland China, results support the hypothesized moderation effect. Specifically, the positive influence of transformational leadership on creative performance was significantly reduced for followers who were higher on trait PA (ΔR 2 = .02, p < .05). The same pattern, in which followers' trait PA appeared to substitute for the influence of transformational leadership, generalized to the outcome of follower OCB as well (ΔR 2 = .04, p < .01). We discussed theoretical and practical implications of these findings. Copyright © 2012 John Wiley & Sons, Ltd.Keywords: interactionist approach; transformational leadership; creative performance; organizational citizenship behaviors; trait positive affectivity Employee creative performance and organizational citizenship behaviors (OCB) have been identified as advantageous for organizations (creativity: Amabile, 1996;Shalley, Zhou, & Oldham, 2004; OCB: Podsakoff, Whiting, Podsakoff, & Blume, 2009). Creative performance refers to the generation of new and useful products, procedures, and/or services in organizations (Woodman, Sawyer, & Griffin, 1993), and OCB refers to "performance that supports the social and psychological environment in which task performance takes place" (Organ, 1997, p. 95). In the organizational context, leadership has been identified as a key situational factor that may substantially influence these two valuable employee behaviors (e.g., creative performance: Tierney, Farmer, & Graen, 1999; OCB: Podsakoff, MacKenzie, Paine, & Bachrach, 2000). More specifically, transformational leadership has received considerable attention from leadership researchers (e.g., Avolio, Bass, & Jung, 1999) and has been found to positively predict both employee creative performance (Shin & Zhou, 2003) and OCB (Piccolo & Colquitt, 2006). Transformational leadership can be defined as "moving the follower beyond immediate self-interests through idealized influence (charisma), inspiration, intellectual stimulation, or individualized consideration" (Bass, 1999, p. 11). However, extant theoretical and empirical treatments of the positive link between transformational leadership and both creative performance and OCB (e.g., for metaanalysis, see Wang, Oh, Courtright, & Colbert, 2011) provide bases for suggesting that these links are more complex than previously thought.In this study, we adopted an interactionist approach (interactionist approach assumes that the determinants of behavior include an interaction between situational factors and person factors: Amabile, 1996;George & Zhou, 2001;Oldham & Cummings, 1996;Woodman et al., 1993) Research Article leadership and creative perform...

Objectives To examine whether a web-based health and leadership development program—designed specifically for managers—was associated with changes in self-reported and biometric indicators of cardiovascular risk (CVD) within the context of a randomized control trial. Methods 145 managers from eight organizations participated in a 6-month Internet-based program or a control condition. They completed pre- and posttest assessments that included both self-reported attitudes (on diet, exercise, and mental health) and biometric measures (e.g., body weight, waist circumference). Results The intervention was associated with improvements in dietary attitudes, dietary self-efficacy, and exercise, and reductions in distress symptoms. Women in the program reduced their waist circumference significantly more than controls. Conclusions The program showed promise for reducing CVD risk factors. Similar results across diverse organizations suggest the program may be useful across industry types.

This study examined the moderating influences of 2 culture-related personality traits, relationship orientation and individual-level power distance, on the relations between reciprocity and work outcomes. Two hundred and 4 Chinese employees working in a foreign-invested organization (a company with ownership based in the United States) in Shanghai and their immediate supervisors participated in this study. Results supported the hypothesized moderating influences of relationship orientation and power distance on the relations between reciprocity and affective commitment and reciprocity and civic virtue behavior. These results highlighted the significant impact of these 2 traits on the functioning of reciprocity in organizations.

Seeking to provide a recent, high-fidelity examination of the essential functions of jobs according to the Americans With Disabilities Act (ADA), this work reviewed court cases to determine which work tasks and responsibilities were essential and why they were viewed as such. The findings were compared with traditional theories of job performance in industrial/ organizational psychology to determine how legal conceptions of essential functions aligned with traditional theories taught to human resources and industrial/organizational psychology students. Results showed that essential functions overlapped with more than just task performance. Furthermore, given the wide array of evidence used to define a task as essential, businesses will ultimately need to be very vigilant to ensure they are ADA compliant.