In today’s highly uncertain environment, the value of creativity and innovation are increasingly critical. How individuals could improve their creativity and innovation performance has become the focus of attention. Future work self as an intrinsic motivation factor plays an important role in creativity and innovation. Based on the self-consistency theory, this study integrated proactive personality and informal field-based learning (IFBL) to explore the relationship between future work self and employee creativity to increase innovation performance. It used data from 201 R&D department employees in China’s high-tech companies. The results show that future work self has a positive effect on employee creativity and that IFBL mediates the relationship between future work self and employee creativity. This process is then positively moderated by a proactive personality. This study’s results help clarify the formation mechanism of creativity from the perspective of intrinsic motivation and indicate that future work self can drive individuals’ creativity and innovation efforts, especially under the consistency of self-concept, motivation and personality. This research also emphasizes the importance of IFBL in improving individual creativity and further organizational innovation performance. Implications for theory and management to help improve creativity and innovation performance are then discussed in detail.

Purpose: Workplace safety has been a persistent issue for safety-critical organizations. Based on self-verification theory, this study investigates how authentic leadership affects safety behaviors in a collectivistic context.Design/methodology/approach: This research collected 259 matching questionnaires for high-speed railway (HSR) drivers and their supervisors in China. Specifically, HSR drivers were invited to fill in their general perceived authentic leadership, person-organization fit and collectivistic orientation. In addition, their direct supervisors were invited to assess their safety behaviors.Findings: Authentic leadership exhibits a significant positive impact on safety compliance and safety participation, implying that authentic leadership positively impacts safety behavior. The person-organization fit partially mediated the relationship between authentic leadership and safety behavior (safety compliance and participation). Furthermore, collectivistic orientation moderates the relationship between authentic leadership and person-organization fit.Originality/value: The findings of this study provide important insights into authentic leadership and person-organization fit for developing effective strategies to improve workplace safety.

Purpose: The purpose of this study is to examine the effects of leader mindfulness on employee safety behaviors by focusing on the mediating role of employee resilience and the moderating role of perceived environmental uncertainty.Design/methodology/approach: The authors surveyed 248 employees in the high speed railway company of China in three waves with a two-week interval. Hierarchical regression analysis was used to test the hypotheses. The mediating effects and the moderated mediation effects are further tested with bias-corrected bootstrapping method.Findings: Leader mindfulness positively affects employee safety compliance and safety participation, and these relationships were mediated by employee resilience. Perceived environmental uncertainty moderated the effects of leader mindfulness on employee resilience and the indirect effects of leader mindfulness on safety behaviors via employee resilience.Originality/value: The findings elucidate the significance of leader mindfulness in promoting employee safety behaviors in the workplace.

Objectives. Workplace safety problems are often catastrophic. There are both external and internal factors that influence employee safety performance. Strengthening internal factors is crucial to enhancing safety performance. Methods. Through a sense-making perspective, in the present study the impact of spiritual leadership on employees’ career callings and safety performance was investigated, along with the moderating function of future work self-salience. A total of 339 paired leader–employee data were obtained. Results. Spiritual leadership significantly improved employee safety performance. Career callings served a mediating role between spiritual leadership and employee safety performance. The moderating effect of future work self-salience was significant. When future work self-salience was high, the influence of career callings on employees’ safety performance was greater. Conclusion. The present results indicated that spiritual leadership sense-giving influences the development of employees’ career sense and improves employees’ safety performance in regard to spiritual motivation and pursuing career callings. In the present article, a theoretical and practical basis is provided for the safe development of organizations and society.

Based on the social identity theory, the relationship and influencing mechanism between high-performance human resource practices (HPHRPs) and employees’ voice behavior were explored by constructing a moderated mediation model, and the relationship between the field of human resources and the field of organizational behavior was also established. Through 1,178 paired samples of supervisor-employee survey and multilevel linear model analysis technology, it was found that (1) HPHRPs had a positive impact on employees’ voice behavior; (2) perceived insider status played a mediating role between HPHRPs and voice behavior; (3) voice efficacy played a moderating role between perceived insider status and voice behavior; and (4) voice efficacy played a mediating role in the relationship between “HPHRPs-perceived insider status-voice behavior.”