Given the environmental challenges facing organizations, there is an increasing interest in how to stimulate the green behavior of employees. This study focuses on how leaders foster green advocacy, a specific category of green behavior that refers to influencing others to demonstrate green behavior by sharing environmental knowledge and discussing environmental issues. Our study, using a sample of 363 employees of a Belgian grocery retail company, provides valuable insights on the complex role of leaders in stimulating green advocacy. The results reveal that environmentally‐specific transformational leadership is positively related to employees' green advocacy. Our results further provide insights into the underlying mechanisms explaining this relationship, as we find that environmentally‐specific transformational leadership is indirectly related to employees' green advocacy through environmental CSR and organizational environmental support. Finally, leadership integrity is found to positively moderate the direct as well as the indirect relationship between environmentally‐specific transformational leadership and green advocacy.

Scholars and practitioners in the field of performance management have advocated an increase in the exchange of feedback in the workplace. Practitioners would benefit from guidelines about appropriate feedback frequencies, but the current literature does not offer much guidance. Our study investigates how self-reports of absolute frequencies relate to performance and job satisfaction. In a sample of diverse organizations, employees reported, on average, 3.8 feedback conversations in 3 weeks. Contrary to earlier suggestions that there might be an optimal feedback frequency, we find support for the notion that more feedback is better, without any indication of a downward trend at the highest feedback frequency. Our findings suggest that leader-member exchange may be one underlying mechanism that mediates this relationship.

Abstract. Debate over performance management (PM) is at an all-time high. However, little is known about PM and feedback when employees work from home. In this qualitative study, we interview 45 human resources (HR) managers to clarify how PM practices in organizations may have transformed during the COVID-19 pandemic and accompanying teleworking measures. Based on the interviews, organizations were categorized according to their pre-COVID-19 PM approach (i.e., formal, informal, both). HR managers of organizations that applied both formal and informal PM practices indicated that they felt they could adapt to the rapidly changing environment most easily. Moreover, these organizations provided employees with digital tools and training. Since hybrid working will remain relevant post-COVID-19, we identify future research propositions and practical recommendations.