Inadequate and inconclusive studies of the role of transformational leadership (TL) on employee creative process engagement (CPE) and sustainable innovative work behaviour (IWB) have motivated the authors to further advance knowledge in this aspect of the workplace. In doing so, the present study seeks to extend the understanding of innovative work behaviour by the involvement of TL and its subordinates through engaging employees in the creative process. The authors adopted the deductive reasoning approach to measure the observed relationships using structural equation modelling (SEM) through SmartPLS 2, a second-generation integrated regression model for statistical measurement. The results from self-report and others’ reported questionnaires reveal that transformational leaders can engage their subordinates in the creative process and sustainable innovative outcomes by influencing employee intrinsic motivation and proactive behaviour. However, the mediating effect of CPE on TL and IWB is not supported. Lastly, the authors discuss the findings and contributions of these empirical findings in theory and practice. In addition to the potential implications of the examined results, this study also recommends directions for further research in the light of its limitations.

There has been growing interest in the degree to which human resource systems contribute to organizational effectiveness. Yet, limited research attention has been paid to their influence on employees' behaviors. In this study, we examined how human resource management practices (HRMP) affected the employees' exit, voice, loyalty, and neglect (EVLN) behaviors, and organizational commitment's mediating effects. Findings indicated that selective staffing was not significantly related to any of the employees' EVLN behaviors; comprehensive training was significantly related to exit; developmental performance appraisal was significantly related to loyalty and neglect; and equitable rewards were significantly related to voice and neglect. Organizational commitment partially mediated the relationship between HRMP and employee behaviors.

As a specific form of constructive deviance, it is difficult to judge how managerial pro-social rule-breaking will affect employees’ performance and when it will have a positive or negative impact on employees’ performance. This paper explores boundary conditions under which managerial pro-social rule-breaking behavior is sustainably beneficial or harmful to employees’ performance, through the meditating mechanism of leadership identification from a social identity perspective. Data were gathered across three phases from 283 pairs of individuals and their managers in three companies. A structural equation modeling (SEM) approach was adopted in this paper and the Monte Carlo method was used to estimate 95% confidence intervals (CIs). Results showed that for employees with high psychological work maturity, managerial pro-social rule-breaking behavior was negatively related to leadership identification, while the relationship was positive when employees have low psychological work maturity. Leadership identification, in turn, was positively related to employees’ performance (in and extra-role).