Innovation, as the key concern of sustainable human resource management, is one of the motivators of the sustainable development of organizations. However, past literature believes that innovation may be hindered by the organizational political climate. Based on the self-determination theory, this study proposes a new perspective to transfer the effect of this climate on innovation through the mediating role of cynicism and the moderating role of personal trait regulatory focus. Findings from 341 seven-point Likert survey questionnaires of employees in a Chinese automobile enterprise revealed that: first, the organizational political climate (expect interpersonal relationships) negatively predicted radical creativity and incremental creativity; second, organizational cynicism mediates the negative relationship between the organizational political climate and radical creativity and incremental creativity; third, the mediating effect of the organizational cynicism relationship between the organizational political climate and dualistic creativity could be affected by the personal trait regulatory focus. This study fills the gap in the relationship between organizational political climate and innovation. Additionally, this study proposes several suggestions for the practitioners and further research.

Purpose: The present study aims to determine the effect of adopting voice on subordinates' work engagement based on organization-based self-esteem (OBSE).Design/methodology/approach: Three variables were rated according to the seven-point Likert-type response scales. To control the effect of common method variance, an online survey was conducted to collect data from 206 samples at Chinese firms by employing a two-wave and time-lagged approach. In addition, structure equation modeling analysis was adopted to verify the hypotheses with Mplus 7.Findings: Leaders' adoption of employee voice shows a positive association with employee OBSE and work engagement. OBSE is positively associated with work engagement and mediates the effect of adopting voice on work engagement.Practical implications: As suggested from the mentioned results, organizations are required to encourage leaders to adopt employees' reasonable voice that can be an effective management tool impacting employee work engagement.Originality/value: Though existing studies have discussed the effects of leader behaviors on subordinates' work engagement, the effect of leaders' adoption of employee voice on employee work engagement has been rarely studied. Based on the job demand-resource model, this study fills the gap by empirically examining the effect of adopting voice on work engagement. As indicated by the findings here, leaders' adoption of employee voice enhances employee OBSE, thereby facilitating work engagement. The present study provides insights to stimulate employee work engagement.

Purpose: Building on the person–supervisor fit theory, this paper examines how and when leader–follower moqi congruence positively impacts task performance.Design/methodology/approach: With data collected from 174 leader–follower dyads in 41 project teams in Shanghai, China, the authors use polynomial regression and response surface plots to test the hypotheses on the effects of leader–follower moqi congruence.Findings: Leader–follower moqi congruence positively affects followers' task performance, mediated by coordination. Task coordination was of higher quality when the congruence is achieved at a high level of moqi than at a low level. The effect of leader–follower moqi congruence on task performance (mediated by coordination) was weaker when leader-member exchange was low than when it was high.Originality/value: This study identifies why leader–follower moqi can improve coordination and task performance. It extends person–supervisor fit theory and is an enhancement for moqi research and practice.