Purpose: Drawing on the social exchange theory, this study examines the impact of self-sacrificial leadership on employee creativity and explores the mediating role of employees' creative process engagement and shared vision, along with the multilevel moderating role of shared vision.Design/methodology/approach: The data were collected from 78 R&D teams, and hierarchical linear model and bootstrapping analysis outlined by Hayes were used to test the hypotheses.Findings: Self-sacrificial leadership exerted a significantly positive impact on employee creativity, employees' creative process engagement and shared vision, whereas employees' creative process engagement and shared vision mediated the relationship between self-sacrificial leadership and employee creativity, respectively. Moreover, shared vision significantly moderated the relationship between employees' creative process engagement and employee creativity, such that the higher the shared vision, the stronger the relationship between employees' creative process engagement and employee creativity.Practical implications: Organizations and managers should provide leadership development training programs, such as leadership skills and abilities, to exhibit their self-sacrificing behaviors. Besides, while team leaders set an example for employees, in turn, spurring employees' creative process engagement, they should also elucidate the team/organization mission, amplify the publicity and employees' understanding of the mission.Originality/value: This study advances the self-sacrificial leadership and creativity literature by establishing employees' creative process engagement and shared vision as crucial mediators and shared vision as boundary condition in the relationship between employees' creative process engagement and employee creativity, as well as stressing the theoretical research of leadership and creativity.

In the health care system, it is increasingly apparent that employee innovative behavior improves the core competitiveness and resilience of organizations. Previous research has identified leadership behavior as a key predictor of employee innovative behavior. Following this logic and by integrating social information processing theory with existing research conclusions, we constructed a moderated mediation model to examine the mechanism by which mindful leadership influences employee innovative behavior. An empirical analysis of 361 questionnaires that were completed by employees from the healthcare sector in China shows that mindful leadership is positively and significantly correlated with employee innovative behavior. Creative process engagement was found to play a mediating role in this relationship. Moreover, creative self-efficacy positively moderated the relationship between mindful leadership and creative process engagement and moderated the mediating effect of creative process engagement on the relationship between mindful leadership and employee innovative behavior. That is, compared with employees with lower creative self-efficacy, employees with higher creative self-efficacy experienced a stronger indirect effect of mindful leadership on their innovative behavior. This study enriches the theoretical research on mindful leadership, clarifies the mechanism and boundary conditions of the effect of mindful leadership on employee innovative behavior, and provides theoretical support for organizational activities that stimulate and guide employee innovative behavior.

In the face of increasing environmental pressures, environmentally friendly behaviour can help companies achieve truly sustainable growth. The issue of how to promote environmental behaviour among employees is a new challenge for leaders. However, studies do not systematically reveal the mechanisms of the effects of self-sacrificial leadership on employees’ organisational citizenship behaviour for the environment (OCBE). Based on social learning theory and the attitude–behaviour–context model, we investigated the impact of self-sacrificial leadership on employees’ OCBE by focusing on the mediating role of the corporate social responsibility (CSR) as perceived by employees, and the moderating role of the pro-environmental organisational climate (PEOC). The results of a field survey of 461 employees (small- and medium-sized enterprises) in China indicate that self-sacrificial leadership was positively related to employees’ OCBE; this relationship was partially mediated by employees’ perception of CSR. Moreover, PEOC strengthened the effect of employees’ perceived CSR on OCBE, and the mediating effect of employees’ perceived CSR on the relationship between self-sacrificial leadership and OCBE. Our findings not only help scholars understand the mechanism of the effect of self-sacrificial leadership on employees’ OCBE, but also provide insights for recommending integrated management models, social responsibility, and environmental protection.

As industrialization advances and the global push for carbon neutrality intensifies, enhancing the efficiency of mechanical equipment has become essential. Accurate measurement of rotational torque plays a crucial role in monitoring efficiency and ensuring optimal performance. This paper presents a novel, non-contact measurement technique based on optical coherent displacement, integrating dual-optical-detector probes for simultaneous rotational torque and speed measurement. A sensing model that links optical coherent signals to change in rotational torque and rotational speed is established. Experiment demonstrates high accuracy of the system, with rotational speed error ranging from 0.25 % to 0.67 %, and rotational torque indication error between 0.03 % and 2.25 %. Furthermore, the experiments proved that the repeatability error is less than 1%, the hysteresis error is less than 1.6%, and the linearity error is in the range of 0.24%~0.57% for rotational torque measurement. The research further evaluates the influence of rotational speed on rotational torque measurement accuracy, revealing minimal impact at higher speeds. The findings suggest that the proposed method offers significant potential for precision measurement in rotating machinery, enabling the simultaneous measurement of both torque and rotational speed. This capability has important implications for improving system efficiency and supporting sustainable industrial practices.

Leadership is a crucial factor influencing employee taking charge, which plays a critical role in organizational survival and success in the VUCA (variability, uncertainty, complexity, and ambiguity) era, while previous studies have neglected the influence of leader mindfulness on taking charge. Moreover, most studies have extensively focused on the positive effects of leadership on employee taking charge, with insufficient exploration of the diverse mechanisms in different cultural contexts. Therefore, drawing on the social information processing theory, this study examined the double-edged sword effect of leader mindfulness on employee taking charge in the context of Chinese culture, along with investigating the mediating role of psychological capital and ego depletion and the moderating role of Zhongyong thinking. This study used a random sampling method to collect questionnaires. Accordingly, the data were collected from 335 employees in China, with the valid response rate standing at 79.8%. Additionally, the hypotheses were tested via a hierarchical linear model and bootstrapping analysis outlined by Hayes. The findings indicate that leader mindfulness demonstrates a double-edged sword effect on employee taking charge. On the one hand, leader mindfulness encourages employees to take charge through enhanced psychological capital; whereas on the other hand, leader mindfulness inhibits employees from taking charge through triggered ego depletion. Furthermore, Zhongyong thinking plays a moderating role in the relationship between leadership mindfulness and psychological capital, as well as in the relationship between mindful leadership and ego depletion, respectively. This study advances the the extant literature on leader mindfulness and employee taking charge by reflecting the “double-edged sword” effect of leader mindfulness on employee taking charge from the perspective of social information processing, and establishing the important boundary conditions of the relationship between leader mindfulness and employee taking charge within the Chinese context, as well as emphasizing the theoretical exploration of leadership and employee proactive behavior.