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Finding ways to enhance employee proactive behavior is a focal concern for academics and practitioners. Previous studies have found a positive association between empowering leadership and proactive behavior (Martin et al., 2013; Li et al., 2017). However, these studies lack elaboration on mechanisms and do not rule out the effect of employees’ proactive personality during empirical testing. We investigate empowering leadership from individual perspective due to the variation of empowerment levels even in the same team. Our research proposes a more elaborated theoretical model that explains why, and when, empowering leadership might promote employee proactive behavior. Specifically, we examine mediating mechanisms based on social cognitive theory and propose trust in leader competency as boundary condition. Using a sample of 280 leader–follower dyads from a large state-owned Chinese company, our results revealed that (1) empowering leadership was positively related to proactive behavior, with role breadth self-efficacy acting as a mediator for this relationship; (2) employees’ trust in leader competency moderated both the empowering leadership–subordinate proactive behavior relationship and the mediating effect of role breadth self-efficacy, such that the empowering leadership–subordinate proactive behavior relationship was weaker, and the mediating effect of role breadth self-efficacy was stronger, for employees with high levels of trust in leader competency.

I explored the internal influence mechanism of psychological contract breach on employee voice using hierarchical regression analysis and a bootstrap method. Participants were 232 employees from 5 Chinese private corporations. The results indicated that psychological contract breach was negatively associated with employees' promotive and prohibitive voice. In addition, organizational trust played a completely mediating role in this relationship, and managerial openness moderated the relationship between organizational trust and employees' promotive and prohibitive voice. The results extend previous findings on psychological contract breach and employee voice behavior and clarify their relationship to some extent.

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We examined the mediating role of work engagement in the relationship between psychological detachment and research performance using structural equation modeling and bootstrapping analysis. Participants comprised 923 teachers from 39 key universities in China, who completed measures of psychological detachment, research performance, and work engagement. The results indicated that psychological detachment was negatively associated with research performance, and that work engagement mediated this relationship. Our findings enrich understanding of the effects of psychological detachment on research performance. Theoretical and practical implications are discussed.

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This study aims to explore the mediating mechanisms between organizational compassion and employee innovative behavior by introducing perceived insider status and felt responsibility for constructive change (FRCC) as mediating variables. Drawing on cognitive-affective personality system theory, a cross-level mediation model was established. Data were collected via the online-based questionnaire from 420 employees of 12 enterprises in China. Multilevel path modeling was leveraged to examine hypotheses proposed in this study. The results indicate that FRCC mediates the relationship between organizational compassion and employee innovative behavior. Moreover, perceived insider status and FRCC serially mediate the relationship between organizational compassion and employee innovative behavior. This study has significant theoretical and practical implications as it is the first study to investigate the value of organizational compassion to employee innovative behavior at the workplace.