This study investigates whether and why spiritual leadership may contribute to enhanced proactive employee workplace behavior. Based on self-determination theory (SDT), we examine the effects of two sequential mediators (i.e., organizational identification and psychological safety) on the relationship between spiritual leadership and proactive workplace behavior. Data collected from 188 subordinate-leader dyads in Chinese firms suggested that spiritual leadership has a significant positive effect on proactive workplace behavior. In addition, both organizational identification and psychological safety mediate the relationship between spiritual leadership and proactive workplace behavior. Furthermore, spiritual leadership positively influences organizational identification, and such identification nurtures psychological safety, which, in turn, fosters the proactive behavior of employees. It extends the existing impact of spiritual leadership to proactive workplace behavior and shed lights on the mediating mechanisms through which spiritual leadership exerts influences on proactive workplace behavior. Finally, it considers the important roles played by leaders in modern organizations.

Using city-level data over the 2000–2018 period, we examine the impact of intangible cultural heritage (ICH) listing on international tourism (i.e. international tourist arrivals and income from international tourism) in China. China uses two parallel ICH classifications: ICH projects and ICH inheritors. Empirical evaluation based on difference-in-difference (DID) methodology shows that both ICH projects and ICH inheritors listing used in China have a positive and statistically significant effect on international tourism. Trend analysis shows that ICH listing contributes to a long-term positive trend in international tourism in China. Finally, based on the positive relationship between ICH listing and the probability of being designated as an excellent tourism city (and its positive effect on international tourism), we argue that city-level cultural brand development is a plausible mechanism behind the positive effect of ICH listing on international tourism in China.

Issues regarding workplace spirituality have received increasing attention from both theorists and practitioners (Mitroff and Denton, 1999;Giacalone and Jurkiewicz, 2003;Fry and Matherly, 2006). An increasing number of scholars are arguing that "spirituality" is necessary in organizations (Benefiel, 2005). As leaders play a major role in shaping employees' attitudes and behaviors, it has become increasingly important for leaders to nurture a thriving and energized workforce that is ready to cope with various issues and tasks (Yang et al., 2017). Previous leadership theories have focused in varying degrees on one or more aspects of the physical, mental, or emotional elements of human interaction in organizations while neglecting the spiritual components (Fry, 2003). Spiritual leadership focuses on satisfying employees' spiritual needs and values employees' perceptions of meaningfulness at work, which can be defined as "comprising the values, attitudes, and behaviors that are necessary to intrinsically motivate one's self and others so that they have a sense of spiritual survival through calling and membership" (Fry, 2003, p.711). In other words, spiritual leadership differs from previous leadership theories in that it is a more spirit-centered and value-based approach to leadership (Fry, 2003;Yang et al., 2017). For example, although charismatic leadership and ideological leadership are vision-based leaderships, they often display some behavioral differences (Strange and Mumford, 2002). One the one hand, charismatic leaders stress the need for change, articulate a better future through change, evidence responsiveness to followers whose reactions are usually a source of meaning, and maintain a relatively close supportive relationship with followers (Mumford and Strange, 2013). On the other hand, when ideological leadership stresses values, standards, and the meaningfulness of these standards, followers will be of interest, not as entities unto themselves, but rather as their actions impinge on the values and standards being defined by the leader (Strange and Mumford, 2002). Compared with such leadership styles, spiritual leadership not only focuses on vision formation, but treats the spiritual domain as an integral component of leadership and uses spirituality as an important variable of an integrated leadership development model (Dent et al., 2005).Recently, spiritual leadership in organizations has come to be considered as pertinent issue in management literature and organizational behavior. Existing research shows that spiritual leadership has a positive influence on individual and organizational-level outcomes, including organizational commitment and productivity (Fry et al., 2017), organizational citizenship behavior (Chen and Yang, 2012), pro-environmental behavior (Afsar, et al., 2016), organizational transformation (Benefiel, 2005) and effective core organizational values (Ferguson and Milliman, 2008). However, despite the research on the impacts of spiritual leadership, it remains unclear how it lead to employees' proactive behaviors. In fact, with an increasing demand for proactivity in organizations due to the rapid changes and uncertainty in the current business environment (Parker et al., 2006;Park and Jun Jo, 2017), more scholars have begun to investigate the factors which could incite proactive workplace behaviors. For instance, Den Hartog and Belschak (2012) found that transformational leadership was positively related to employees' proactive behavior. Erkutlu (2012) found that shared leadership within a work team was positively related to proactive team behavior. Accordingly, this research aims at investigating the linkage between spiritual leadership, i.e. "a means of spiritual awakening in the workplace" (Garcia-Zamor, 2003, p.355) and proactive behavior. Moreover, responding to the call for further research on the mediating mechanisms through which spiritual leadership exerts influence on employees' proactive workplace behaviors (e.g., Fry et al., 2005;Fry, 2008;Sanders, 2017), this study also investigates the route through which spiritual leadership influences employees to identify opportunities, show initiative, and/or take action.Proactive workplace behavior can be defined as a "process whereby individuals recognize potential problems or opportunities in their work environment and self-initiate change to bring about a better future work situation" (Parker and Collins, 2010, p. 636). Employees' proactive workplace behavior is getting increasingly important for organizations to adapt to a volatile business environment and obtain a competitive advantage (Vough et al., 2017). Drawing on self-determination theory (SDT) (Ryan and Deci, 2000a;Parker and Collins, 2010), our study uncovers the mediating mechanisms through which spiritual leadership influences proactive workplace behavior by suggesting organizational identification and psychological safety as two sequential mediators. In other words, when being inspired by spiritual leaders, employees are more likely to perceive a higher level of organizational identification and psychological safety, which would serve as "reasons" to exhibit proactive behaviors. In summary, our research should contribute to the fields of spiritual leadership and proactive workplace behavior in the following regards. Firstly, it extends the existing impact of spiritual leadership to proactive workplace behavior and explores how and why spiritual leadership has such a positive effect on employees' proactive workplace behavior, thereby enriching the literature on spiritual leadership. Moreover, this study contributes to the literature on proactive workplace behavior, enhancing our understanding of antecedents that may facilitate proactive workplace behavior by focusing on workplace spirituality. Secondly, through the application of SDT, this study investigates the impacts of two sequential mediators (organizational identification and...