In the present research we investigated when and why leaders tend to oppose or adopt radical creative ideas voiced by their subordinates. In a field study (Study 1, N = 127) we showed that leaders' performance goals were positively related to their tendency to oppose radical creative ideas, whereas leaders' mastery goals were positively related to their tendency to adopt them. We replicated these findings in an experimental study (Study 2, N = 90), in which we showed that performance goal leaders were more likely to oppose radical creative ideas voiced by their subordinates than mastery goal leaders, whereas mastery goal leaders were more likely to adopt those ideas than performance goal leaders. In Study 2, we further showed that the effects of leaders' achievement goals on their oppose and adopt responses were mediated by the leaders' interest in exploration. Finally, in Study 3 (N = 91), we experimentally demonstrated that oppose and adopt responses of performance goal leaders, rather than mastery goal leaders, were sensitive to the behavioural mode by which subordinates voiced their radical creative ideas. That is, performance goal leaders were less likely to oppose and more likely to adopt radical creative ideas when subordinates voiced them in a considerate mode rather than an aggressive mode.

Summary We explore how the impact of seeking feedback from different sources (i.e., feedback source variety) on employee creativity is shaped by perceptions of the work environment. Specifically, we argue that two contextual factors, namely, performance dynamism (Study 1) and creative time pressure (Study 2), moderate the relationship between feedback source variety and creativity such that under conditions of high performance dynamism and low creative time pressure, individuals benefit from diverse feedback information. In Study 1 (N = 1,031), the results showed that under conditions of high performance dynamism, the relationship between feedback source variety and self‐reported creativity was nonlinear, with employee creativity exponentially increasing as a function of feedback source variety. Similarly, in Study 2 (N = 181), we found that under conditions of low creative time pressure, the relationship between feedback source variety and employee creativity was nonlinear, with supervisor‐rated creative performance exponentially increasing at higher levels of feedback source variety. Such results highlight that the relationship between feedback source variety and creative performance is affected by the perceptions of the work environment in which feedback is sought.

We identified leaders' achievement goals and composition of creative input as important factors that can clarify when and why leaders are receptive to, and supportive of, subordinates' creative input. As hypothesized, in two experimental studies, we found that relative to mastery goal leaders, performance goal leaders were less receptive to subordinates' voiced creative input.In Study 1, we further showed that image threat appraisal and learning opportunity appraisal mediated this effect. In Study 2, we demonstrated that when merely creative ideas were expressed by the subordinate, performance goal leaders responded like mastery goal leaders. However, as in Study 1, performance goal leaders were less receptive to, and less supportive of, subordinates' creative input than mastery goal leaders when the composition of subordinates' creative input included both problem identifications and creative ideas.

The paper describes the study design, research questions and methods of a large, international intervention project aimed at improving employee mental health and well-being in SMEs and public organisations. The study is innovative in multiple ways. First, it goes beyond the current debate on whether individual- or organisational-level interventions are most effective in improving employee health and well-being and tests the cumulative effects of multilevel interventions, that is, interventions addressing individual, group, leader and organisational levels. Second, it tailors its interventions to address the aftermaths of the Covid-19 pandemic and develop suitable multilevel interventions for dealing with new ways of working. Third, it uses realist evaluation to explore and identify the working ingredients of and the conditions required for each level of intervention, and their outcomes. Finally, an economic evaluation will assess both the cost-effectiveness analysis and the affordability of the interventions from the employer perspective. The study integrates the training transfer and the organisational process evaluation literature to develop toolkits helping end-users to promote mental health and well-being in the workplace.

We advance our understanding of the motivational etiology of burnout by examining the top-down effects of leaders' achievement goals on employee burnout over and above employees' own achievement goals. In order to reduce burnout, organizations should take leaders' achievement goals into account as an important contextual factor.