Overwhelming evidence demonstrates the benefits of positive affect for various life and work outcomes. However, the relevant organizational research almost exclusively has focused on general positive affect, thereby implying that all positive affect has consistent and equal relationships with other work variables. The purposes of this theoretical paper are to review and highlight research from basic psychology demonstrating the unique nature and correlates of specific positive emotions and to translate those ideas and findings into the organizational context. Specifically, we discuss three discrete positive emotions-pride, interest, and gratitude-and offer propositions regarding their differential effects on relevant workplace outcomes and regarding the differential antecedents of them. Our hope is that this paper stimulates future research on this topic, and we offer specific research strategies and ideas to facilitate those endeavors.

SummarySurface acting has been widely studied in organizational research owing to its impact on organizational behaviors and outcomes. Past research almost exclusively has focused on employees' interactions with external parties such as customers, clients, and patients. This study sought to extend this literature by examining the effects of employees' surface acting in interactions with parties internal to the organization (i.e., leaders and peers). Data were collected from 40 work groups (129 focal participants, 40 leaders, and 40 peers) from a large real estate agency company located in Beijing, China. Results showed that employees' surface acting influenced various emotional, relational, and behavioral outcomes. In addition, the present findings revealed that the consequences of employees' surface acting differed across leaders versus peers.

This article is based on data presented at the Southern Management Association 2020 Annual Meeting. We have no known conflict of interest to disclose.We are grateful to the researchers who responded to our requests for study information and Old Dominion University Libraries staff Beverly Barco, David Corona, Marelene Patac, and Robert Tench for fulfilling our interlibrary loan requests. We also thank Dr. James Smither and our two anonymous reviewers for their patience, encouragement, and invaluable feedback throughout the review process.

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...