The average stress of people in China’s workplace is reaching the peak in recent two years. To improve employee’s positive psychological factors, Spiritual leadership has a good performance in this regard. Based on the mediating effect of goal self-concordance and self-efficacy, this paper further studies the impact of spiritual leadership on employee’s work engagement. Through the empirical study, the following conclusions are drawn: (1) Spiritual leadership significantly positively affects the employee’s work engagement. (2) Spiritual leadership has a significant positive effect on goal self-concordance and self-efficacy. (3) Goal self-concordance and self-efficacy have significant positive effects on employee’s work engagement. (4) Goal self-concordance and self-efficacy play a partial mediating role in the process of spiritual leadership’s impact on employees’ work engagement. This study found the new mediator which partly revealed the mechanism between the effectiveness of Spiritual Leadership and employee’s work engagement. This study may serve as one of the researches for improving the effectiveness of leaders in organizations and promoting the motivation of employees in the workplace.

This study aims to examine the effect of quantitative and qualitative job insecurity on unethical pro-organizational behavior (UPB), focusing on the mediating effect of impression management motivation and the moderating effect of organizational identification. A two-wave questionnaire survey is conducted, and data from 254 employees of Chinese enterprises are used to test the research hypotheses. Empirical results show that: (1) Quantitative job insecurity has a significant positive effect on UPB, while positive effect of qualitative job insecurity on UPB is insignificant. (2) Quantitative job insecurity positively affects impression management motivation and increases UPB. Although the direct effect of qualitative job insecurity on UPB is insignificant, it positively affects UPB through impression management motivation. (3) Organizational identification plays a positive moderation role in the relationship between impression management motivation and employees’ UPB, that is, high-degree organizational identification leads to a strong effect of impression management motivation on UPB; furthermore, organizational identification moderates the mediating role of impression management motivation in the relationships between quantitative, qualitative job insecurity, and UPB, such that the effect is strong when organizational identification is high, rather than low. This study compares the effect of quantitative and qualitative job insecurity on employees’ UPB, reveals that impression management motivation is the key mechanism of quantitative and qualitative job insecurity affecting UPB, and points out the moderating effect of organizational identification, which offers implications for organizational management practices.

As an important outcome of team innovation, team creativity has become an important issue in academia and industry. Meanwhile, the horizontal leadership model has been preliminarily proven to be effective in improving the output of innovation performance. Multiple chain mediating effects of team psychological safety climate, cognitive motivation and social motivation on shared leadership and team creativity in innovative teams were proposed on the basis of social network theory and group dynamics theory. In this study, 178 innovation teams and 2011 innovation team members were given questionnaires, and the obtained data were empirically analyzed. The results show that shared leadership has a significant positive effect on team creativity in innovative teams; team psychological safety climates, cognitive motivation and social motivation play a partial mediating role between shared leadership and team creativity, and play a chain mediating role together. At the team level, the study verifies the positive effect of shared leadership on team creativity and reveals the complex team process.

Goal self-concordance reflects self-generated personal goals aligning with people’s interests and core values in one’s implicit personality as organic components, which is measured by the “perceived locus of causality” PLOC. Pursuing and achieving self-concordant goals both predict diversified outcomes in need-satisfaction, mental and physical well-being, positive attitude and behavior, etc. Based on expounding and sorting out the concept and measurement about goal self-concordance, the author analyzes the differences among a series of goal self-concordance theories. This paper focuses on the latest research trends and summarizes five influencing aspects of goal self-concordance: mental health, cognition, emotion, personal will, and behavioral outcomes. The mediating effects are discussed concerning antecedents and influence effects, the influence effects are shown in three aspects including the characteristics of individual, target, and environment. While the antecedent effects are respectively reflected in self-insight, personality, empowerment, and self-supported environment, content, and context of the goal itself. Finally, the author proposes several potential research interests from a broader perspective based on the current literature.

Creativity is the key to obtaining and maintaining competitiveness of modern organizations, and it has attracted much attention from academic circles and management practices. Shared leadership is believed to effectively influence team output. However, research on the impact of individual creativity is still in its infancy. This study adopts the qualitative comparative analysis method, taking 1584 individuals as the research objects, underpinned by a questionnaire-based survey. It investigates the influence of the team’s shared leadership network elements and organizational environmental factors on the individual creativity. We have found that there are six combination of conditions of shared leadership and organizational environmental factors constituting sufficient combination of conditions to increase or decrease individual creativity. Moreover, we have noticed that the low network density of shared leadership is a sufficient and necessary condition of reducing individual creativity. Our results also provide management suggestions for practical activities during the team management.