The existing literature predominantly examines the direct effects of participative decision-making, often overlooking the mechanisms and processes that mediate or moderate its outcomes. This study addresses this gap by investigating the impact of participative decision-making on employees’ cognitive flexibility, creativity, and voice behavior. Specific contradictions and gaps in prior research are highlighted, particularly the limited understanding of how these variables interact. This study is grounded in self-determination theory and incorporates a research model that examines these relationships through the mediating role of cognitive flexibility. Data were collected from 310 employees in South Korean firms and analyzed using structural equation modeling, providing robust empirical evidence. Key findings demonstrate that participative decision-making significantly enhances cognitive flexibility, which, in turn, mediates its impact on creativity and voice behavior. Direct effects were more pronounced for creativity, while cognitive flexibility played a stronger mediating role in fostering voice behavior. These results underscore the theoretical and practical importance of participative decision-making in fostering innovation and adaptability within organizations. Practical implications for managers and policymakers include fostering a participative culture to enhance employee creativity and voice behavior. Finally, this study discusses limitations, such as reliance on self-reported data, and provides directions for future research.

Employee well-being and productivity are crucial factors for organizational success, and understanding the relationships between psychological meaningfulness, job involvement, proactive behavior, and performance can help organizations to create more supportive and engaging work environments. This empirical study aimed to examine these relationships, with a particular focus on the mediating role of self-efficacy. Research models and hypotheses were derived from a literature review and tested using structural equation analysis on data collected from a questionnaire survey of 398 employees. Results indicated that psychological meaningfulness was significantly related to self-efficacy, job involvement, proactive behavior, and performance. Self-efficacy was found to play a significant mediating role in the relationship between psychological meaningfulness and job involvement, between psychological meaningfulness and proactive behavior, and between psychological meaningfulness and performance. These findings suggest that fostering employees’ psychological meaningfulness can improve their self-efficacy, job involvement, proactive behavior, and, ultimately, their performance. These results have important implications for organizations seeking to enhance their employees’ well-being and productivity.

Purpose: The purpose of this study is to investigate the effects of leaders' managerial coaching on followers' organizational citizenship behavior (OCB), creativity and task performance. This study also examined the mediating role of intrinsic motivation and self-efficacy, recognizing the follower’s attitude and cognition as essential elements of behavioral changes.Design/methodology/approach: This study collected data from 20 companies across multiple industries in South Korea, and a total of 386 leader–follower dyads' data were used.Findings: The results show that leaders' coaching is positively associated with OCB directly, but a direct impact of coaching on creativity and task performance was not supported. The results also showed that intrinsic motivation partially mediates the effect of coaching on OCB and fully mediates the effect of coaching on creativity and task performance. Self-efficacy played a role as a full mediator between coaching and task performance.Originality/value: This study considered both the cognitive and affective aspects of managerial coaching and examined the influence of managerial coaching on the followers' in-role and extra-role behaviors (i.e. OCB, creativity and task performance) using responses from both the leaders and the followers at multiple organizations. Specifically, the results of this study empirically illustrated that managerial coaching by leaders serves as a mechanism mediated through intrinsic motivation and self-efficacy, linking to employees' OCB, creativity and task performance. This provides a clear explanation of the processes through which managerial coaching impacts employees and offers insights into the specific aspects that organizational leaders should focus on when engaging in managerial coaching.

This study investigates the specific pathways through which mindfulness influences task performance, focusing on the sequential mediating roles of psychological resilience, customer-oriented behavior, and deep acting. Structural equation modeling is used to analyze data collected from 359 employees in the service industry in Korea. The results confirm that mindfulness has a significant direct and indirect relationship with task performance. Improved resilience through mindfulness can be the basis for fostering customer-oriented behavior and deep acting, which sequentially enhance task performance. This study provides a comprehensive understanding of how mindfulness leads to improvements in task performance and highlights the significance of mindfulness for both customers and service employees. It also expands the existing knowledge of mindfulness by empirically integrating resilience, customer-oriented behavior, and deep acting, which have not been extensively studied in mindfulness research. The findings have practical implications from a managerial perspective, emphasizing the importance of mindfulness resources in the workplace.

Due to rapid changes in technology and the resulting increase in uncertainty, the organization is becoming more horizontal, and participatory decision making as an effective method of decision making has attracted more attention. This study empirically explored and verified the path through which participatory decision-making leads to employees’ task performance and personal growth. The author focused on the sequential mediating role of perceived job meaningfulness and job involvement. Hypotheses were tested using survey data from 453 supervisor–subordinate dyads within organizations, across multiple industrial sectors. The results confirmed the direct and indirect relationships between participatory decision making and employees’ task performance and personal growth. Additionally, perceived job meaningfulness and job involvement were found to sequentially mediate the relationship between participatory decision making and task performance, and that between participatory decision making and personal growth. This study empirically demonstrates the necessity and importance of participatory decision making and suggests a specific mechanism. Furthermore, it presents implications for using participatory decision making in organizations effectively.