Purpose: The purpose of this paper is to explore the underlying influence of destructive leadership on hindrance stress and compulsory organizational citizenship behavior (CCB) by developing a moderated mediation model, which examines the mediating role of hindrance stress and the moderating role of supervisor–subordinateguanxi.Design/methodology/approach: By using 324 samples collected from multiple companies in southeast China, the model is tested through multiple linear hierarchical regressions, correlation analysis, confirmatory factor analysis and PROCESS bootstrapping program in SPSS and AMOS software.Findings: Results reveal that hindrance stress fully mediates the relationship between destructive leadership and CCB, and supervisor–subordinateguanximoderates the strength of the indirect effect between destructive leadership and CCB (via hindrance stress), so that the mediated relationship is stronger when supervisor–subordinateguanxiis low rather than high.Originality/value: The study contributes to display the influence path and contingency mechanism of destructive leadership as a stressor on employees’ negative behavior in the workplace. The moderated mediation model results not only develop the research on the relationship between negative leadership and employee behavior in terms of leadership effectiveness but also provide a new viewpoint to explore the relationship between leadership and employee behavior.

How to regulate employee conduct and engage them in high performance works actively and continuously has always been the important topic for organizations. Based on affective events theory and social exchange theory, a moderated mediating model was constructed with the affective commitment as mediator and the supervisor–subordinate exchange guanxi as moderator. Regression analyses and conditional indirect effects were tested by SPSS and PROCESS with 374 matched supervisor–subordinate pairs. The paper explores the moderated mechanism of supervisor-subordinate guanxi to the chain of “ambidextrous leadership–employee’s affective commitment–workplace deviance behavior.” The results showed that the affective commitment mediated the effect between ambidextrous leadership and employees’ workplace deviance behavior, and supervisor–subordinate exchange guanxi moderated the relationship between ambidextrous leadership and employees’ workplace deviance behavior but also moderated the mediating effect of affective commitment. The results have significances to improve human resource management practices and reduce the workplace deviance behavior of employees.

Purpose: The purpose of this study is to explore the U-shaped relationship between ambidextrous leadership and employee silence by examining power distance orientation as a boundary condition and role stress and relational energy as mediators.Design/methodology/approach: The authors tested the theoretical model with 212 matched samples collected across three-wave-data from 21 companies and branches in China.Findings: Results revealed that ambidextrous leadership showed a U-shaped relationship with employee silence through role stress and relational energy. Moreover, the authors found that the curvilinear relationship was more significant for employees higher in power distance orientation.Practical implications: Organizations should be aware of the negative side of ambidextrous leadership as well as its stimulation on employee silence. The leaders should pay more attention to subordinates and judge whether they are under too much stress, as well as treat employees more cautiously in both work and non-work situations.Originality/value: This study provides a first step to the understanding of curvilinear influence of ambidextrous leadership through investigating the mediating effects of role stress and relational energy, and integrating the moderating role of power distance orientation in the process.

The processes of sustainable development, environmental management, and green performance are inseparable from people’s active participation, and organizational citizenship behavior for the environment (OCBE) has a significant function in promoting that process. We construct a moderated mediating effect model of green management practice by introducing institutional pressure and green emotion into the formation mechanism of OCBE based on neo-institutionalism theory and the theory of planned behavior. Taking matched employees of cross-regional organizations as a sample, we conducted a longitudinal tracking questionnaire survey. The results show a positive correlation between institutional pressure and OCBE, mediated by green emotion. Additionally, the paper discovered that green management practice moderated the relationships between institutional pressure and OCBE, green emotion and OCBE, and institutional pressure and green emotion. Furthermore, green management practice also moderates the strength of the mediating effect of green emotion between institutional pressure and OCBE. The findings provide some guidance for promoting organizational sustainable development and achieving organizational green transformation.

Silence behavior is a common and influential phenomenon in organizations. Scholars have explored a lot of antecedents for silence behavior, but rarely from the perspective of colleagues. Based on the conservation of resources theory and self-regulation theory, the study constructs a double-moderated mediating model to explore the relationship between workplace suspicion and silence behavior as well as its mechanism. This study conducts a three-wave questionnaire survey and adopts 303 valid pairs of samples from 23 companies in China to validate the research hypotheses. A confirmatory factor analysis in the AMOS software and the PROCESS bootstrapping program in SPSS is used in this study. Our findings indicate that workplace suspicion is positively correlated with silence behavior; knowledge hiding mediates the relationship between workplace suspicion and silence behavior; knowledge-based psychological ownership moderates this mediating effect by strengthening the negative impact of workplace suspicion on knowledge hiding; and face consciousness moderates the mediating effect by weakening the positive impact of workplace suspicion on knowledge hiding. Managerial and practical implications, limitations, and future research directions are discussed and offered.

Purpose: The purpose of this paper is to examine the effect of psychological contract breach on destructive by developing a moderated mediation model. The model focuses on the mediating role of moral identity and moral disengagement and the moderating role of moral belief.Design/methodology/approach: This study conducted a three-wave questionnaire survey and used 377 matched-sample data to test the hypotheses. PROCESS bootstrapping program in SPSS and confirmatory factor analysis in AMOS software were adopted in this study.Findings: Results reveal that psychological contract breach has a positive effect on destructive leadership behavior, and the relationship is mediated by moral identity and moral disengagement; moral belief not only moderates the relationship between psychological contract breach and destructive leadership behavior, but also moderates the mediation effect of moral identity and moral disengagement.Originality/value: First, this study enriches the destructive leadership behavior literature by verifying psychological contract breach as an antecedent. Second, this study discusses the role of morality in the formation mechanism of destructive leadership behavior by testing the mediating effect of moral identity and moral disengagement and the moderating effect of moral belief.