The main objective of this research was to examine how transformational leaders boost their followers’ innovative work behavior through trust in a leader, empowerment, and work engagement. Data were collected from 281 multinational organization employees in China. The Statistical Package for the Social Sciences (SPSS) macro process was utilized to test the proposed hypothesis. The findings revealed that transformational leadership and work engagement were significantly related to innovative work behavior. The findings also demonstrated the significant impact of transformational leadership on trust in a leader, and its subsequent positive impact on the work engagement of the employees. Furthermore, the results supported a significant serial mediation between transformational leadership, trust, work engagement, and employees’ innovative behavior. The results also showed a significant moderating effect of empowerment on transformational leadership and innovative work behavior. For boosting employees’ innovative work behavior, leaders in the organization should strive to engage them effectively in their work by gaining their trust, which could help them participate in creative activities. This is the key study to investigate the different perspectives of how transformational leadership can stimulate followers’ innovative behavior through trust in the leader and work engagement within the Chinese organizational context.

Purpose – The purpose of this paper is to explore the relationship between extrinsic, intrinsic and social rewards and two components of organizational commitment and finally Chinese workers turnover intention in public and private sector. Design/methodology/approach – A questionnaire was utilized as the method for data collection. Structural equation modeling was utilized to examine survey data obtained from 202 employees in the southern part of China. Findings – The findings exhibit that extrinsic, social and intrinsic rewards were significantly related to affective and normative commitment. Findings suggest that satisfaction with extrinsic benefits, supervisor support, coworker support, autonomy, training and participation in decision making has substantial impact on employee’s affective and normative commitment. However, affective and normative commitment was negatively related to employee turnover intention. Research limitations/implications – This study covers different public and private-sector organization employees working in China. Therefore other geographical areas could be designated for future research endeavors with a bigger sample size. Practical implications – With the purpose of boosting employee commitment, managers must provide their employees with greater autonomy, appropriate training and participation in decision making in the organization, as well as enhancing supervisor and coworker support. Originality/value – This research investigates how Chinese employees with different categories of organizational rewards react to different kinds of organizational commitment and turnover intention in Chinese organizational context.

By collecting and analyzing sample from 384 employees in China, this study explored relationship between responsible leadership and organization citizenship behavior for the environment (OCBE) with structural equation model (SEM). The results are as follows: (1) responsible leadership is positively related to organization citizenship behavior for the environment. (2) responsible leadership has positive effects on both autonomous and external environmental motivation. (3) autonomous and external environmental motivation have a multiple-mediate role in the relationship between responsible leadership and organization citizenship behavior for the environment. Finally, this paper discusses the management implications of the research results and the future research direction.

Purpose The purpose of this paper is to analyze the relationships among organizational justice, innovative organization culture, perceived organizational support (POS), affective commitment and innovative behavior (IB). The mediating role of POS is tested within the relationship of justice dimensions, affective commitment and IB. Design/methodology/approach Data for this research were collected from 367 managerial and executive employees working in manufacturing and IT sector firms in Pakistan. Structural equation modeling was utilized to test hypothesized relationships. Findings Results indicate that organizational justice (distributive, procedural and interactional justice), innovative organization culture and POS are significantly related to affective commitment and employees’ IB. The findings also showed that organizational justice stimulates employees’ affective commitment and IB through mediating POS as well as directly. Research limitations/implications The main limitation of this study is its cross-sectional design and self-reported questionnaire data. This study is also limited to manufacturing and IT sector in Pakistan. Therefore, other sectors and geographical locations could be chosen for future research using a bigger sample size. Originality/value This study makes important theoretical contributions using social exchange theory. It also expands the research in the area of organizational justice dimensions, organizational culture and POS as antecedents of affective commitment and IB. This study is an exceptional investigation of justice, organization culture, POS, commitment and IB in the Pakistan cultural context.