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Summary Research on abusive supervision that adopts an actor‐centric perspective has found that abusive acts have immediate cognitive and affective consequences for supervisors. Less immediate consequences are also possible when perpetrators engage in later sensemaking by talking with others about their actions that violated interpersonal norms. In this research, we explore whether, how, and when abusive supervision talk may affect supervisors' subsequent abusive supervision toward subordinates. Drawing upon cognitive‐motivational‐relational theory, we propose that abusive supervision talk enhances supervisors' hostility toward the abused subordinate, which in turn increases their subsequent abusive supervisory behavior toward the subordinate. We also propose that person‐centered responses by listeners (i.e., supervisors' coworkers) strengthen the positive indirect effect of abusive supervision talk on subsequent abusive supervisory behavior via hostility. Results from an experiment and a multi‐source, multi‐wave field study lend support to these predictions. We discuss the theoretical and practical implications of these findings and directions for future research.

PurposeThis study argues that leader humility is an important facilitator of team creativity. Based on social learning theory, the study explores a new mechanism that links humble leader behavior to team creativity through a path of team learning.Design/methodology/approachData were collected in two private-owned technology companies located in South China. The two-time survey included 77 team leaders and 310 employees. An analysis of time-lagged, multisource data was conducted.FindingsEvidence shows that humble leader behavior promotes team learning behavior through a social learning process, with a subsequent increase in team creativity. This influence is also strengthened when leader effectiveness is high.Practical implicationsTeam creativity is an important determinant of organizational success. This research shows that humble leaders can motivate team creativity by acting as a role model. In addition, this research also reminds us that humble leader behavior loses its effect if the leader is incapable.Originality/valueThis research contributes to existing literature on humble leader behavior and team creativity, especially on the mechanisms and contingency effects between these factors.

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Based on a resource perspective, the authors investigated how leader-follower power distance value incongruence influences employees' withdrawal behavior. Data were collected twice in China, and the sample included 66 leaders and 350 followers. Leader-follower power distance value incongruence was found to be associated with the psychological workplace strain experienced by followers, indicating that incongruence was a stressor for this group and further influenced their withdrawal behavior. Moreover, incongruence had asymmetrical effects; that is, followers experienced higher psychological workplace strain when their power distance was lower than that of their leaders, compared with when their power distance was higher. The authors also found that the leader's role can make a difference, as the leaders' political skill mitigated the effect of value incongruence on their followers' psychological workplace strain. The study provides a novel extension of value congruence theory and also contributes to the field of value conflict management.

One of the most perplexing aspects of the COVID-19 pandemic is that although it created employment uncertainty, employees were reporting a higher-than-expected intent to turnover. To understand this COVID-19-induced "Great Resignation," we applied terror management theory (TMT). Specifically, we hypothesized that death anxiety from COVID-19 indirectly relates to turnover intentions via the increase in the need for meaningful work, and that task significance would conditionally moderate this indirect effect. We tested these hypotheses across four studies, including a multiwave field study, an online experiment study, a quasi-experiment study, and a field study based on five-wave longitudinal data collected weekly. Our findings illustrate that death anxiety caused by COVID-19 indirectly relates to turnover intentions via an increase in the need for meaningful work. Further, this effect holds at lower levels of task significance, but not at higher levels of task significance. This suggests that a job characteristic-task significance-can satisfy employees' death anxiety-induced increase in the need for meaningful work, such that it does not eventuate in increased turnover intentions. Theoretical and practical implications related to COVID-19 and TMT as it relates to work contexts are discussed.

Previous research has predominantly regarded self-sacrificing leaders as role models that can drive desirable outcomes. We challenge this notion and demonstrate the dual effects of self-sacrificial leadership on team prosocial and change-oriented behaviors. Drawing upon social learning theory, we develop a nuanced model that simultaneously examines self-sacrificial leadership's beneficial effects on team helping and its detrimental effects on team change-oriented behavior via unique mechanisms. Our analysis of two time-lagged, multisource data revealed that self-sacrificial leadership has an indirect positive effect on team helping via team other-focus and an indirect negative effect on team change-oriented behaviors (i.e., team creativity and team proactivity) via team dependence on the leader. Furthermore, team leader competence amplifies these indirect effects, such that the effects are stronger for more competent leaders. Taken together, our research challenges the prevailing assumption that self-sacrificial leadership is always beneficial and calls for further attention to be paid to the unintended impacts of role model leaders.

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