Purpose: The purpose of this paper is to investigate the effect of humble leadership on employee proactive behavior. The authors propose that such effect is mediated by psychological empowerment, and identification with leader moderates the intervening role of psychological empowerment in the humble leadership-employee proactive behavior relationship.Design/methodology/approach: Data were collected from 286 subordinate-supervisor dyads from 4 industries in Northern China. Hierarchical linear modeling analyses were applied to test the research model.Findings: Humble leadership has a significantly positive effect on employee proactive behavior, and this effect is mediated by psychological empowerment. Furthermore, the identification with leader moderates the mediated relationships between humble leadership and employee proactive behavior via psychological empowerment.Research limitations/implications: One limitation is that the data were collected cross-sectionally. Further research could conduct longitudinal research to retest the hypotheses. The present research has a number of implications. First, the authors extend humble leadership research. Second, the authors also contribute to humble leadership literature by addressing the lack of attention paid to the explanatory mechanism linking humble leader behavior to follower outcomes. Third, the authors provide a new insight into the boundary condition of humble leadership.Practical implications: Managers should demonstrate more humble behaviors in their leading process to influence employees’ psychological empowerment and proactive behavior. In addition, managers should provide employees with sincere care in relation to work and life issues to produce employees’ identification with leader.Social implications: Humility is a modifiable trait that individuals can increase dramatically by practice. Humble behavior is more accessible and easier to cultivate, contrary to the stable trait of humility. Besides, our results confirmed the individuals with the virtue of humility are most likely to succeed. Thus, humble behaviors should be highly advocated and encouraged in our society.Originality/value: This research extends humble leadership research by constructing and verifying the theoretical model of humble leader behavior and employee proactive behavior and by demonstrating the value of humble leader behavior in a non-Western context, and identifies the different roles of psychological empowerment and identification with leader on employee proactive behavior.

Drawing on self-determination theory (SDT), this research examines how the utilization of artificial intelligence (AI) in hospitality organizations is influencing employee work and career outcomes (well-being and career success). We explore the underlying role of job insecurity in the associations of AI use with employee wellbeing and career success. We further explore the boundary condition effect of technostress in our proposed model. This study used a three-wave online survey approach to collect data from 277 workers of fast-food chain restaurants in the People's Republic of China. We used Smart PLS 4 to analyze our data. The results showed a positive relationship among AI use and employee well-being, but not with career success. Job insecurity mediates the relationship between AI use and employee outcomes. Additionally, technostress moderated the associations between AI use and employee well-being and career success. This study contributes to the theory and practice in the field of AI and hospitality industry and helps understand the nexus between increasing use of AI and employees' work and career outcomes.

Leadership integrity is crucial in shaping ethical leadership or promoting a rigorous adherence to moral principles and standards. This study explores the intricate relationship between leader integrity, moral identification, self-regulation, and ethical leadership behavior, providing practical insights for healthcare leaders seeking to enhance ethical practices. It addresses a critical gap in the research landscape by focusing on individual-level ethical leadership within the healthcare sector, where prior investigations have been limited. This study examines the mediating role of moral identification among leader integrity and ethical leadership behavior. We surveyed 181 health sector workers and employed SmartPLS to assess the conceptualized relationships. The analyses reveal a significant indirect influence of leader integrity on ethical leadership behavior, whereas moral identification mediates the relationship. Our findings further indicate an intriguing moderation effect of self-regulation on the relationship between moral identification and ethical leadership behavior. This divergence from previous research underscores the significance of contextual and methodological factors in studying leadership integrity and ethical behavior. Our study contributes to the literature on the relationship through planned behavior theory by demonstrating that moral identification mediates the relationship between leader integrity and ethical leadership behavior in the context of the theory of planned behavior. Our findings underscore the significance of fostering leader integrity within organizations to indirectly promote ethical leadership behaviors through moral identification. Organizations should prioritize initiatives that cultivate moral identification among their members to enhance ethical cultures.

The purpose of this paper is to explore why impulsive buying happens under emergency and crisis situations, such as that of COVID-19. Drawing on the cognitive-affective personality system theory (CAPS), we tested the dynamic influence of daily perceived uncertainty on COVID-19 on daily impulsive buying via daily information overload and daily information anxiety in a two-wave experience sampling method (ESM) design. Through a multilevel structural equation model (MSEM) analysis, we found that the daily perceived uncertainty on COVID-19 affected daily information overload, which in turn stimulated daily information anxiety, ultimately determining the daily impulsive buying. Namely, daily information overload and daily information anxiety played a complete chain-mediating role between the daily perceived uncertainty on COVID-19 and daily impulsive buying. The present paper is the first to uncover the important dynamic effect of the perceived uncertainty on COVID-19 on impulsive buying with diary data. Specific implications of these findings are discussed.

Employees can affect the sustainability of organizations, yet the different effects of employee organizational citizenship behavior motives on employee thriving at work, as elements of organization sustainability, are not clear. Based on self-determination theory and conservation of resource theory, this study examined whether organizational concern motives and impression management motives behind employees’ organizational citizenship behaviors are differently associated with their citizenship fatigue and their subsequent thriving at work, and whether task performance moderates these relationships. Results from a multi-wave and multisource study using a sample of 349 employees show that organizational concern motives had a positive indirect effect on thriving at work through reducing employees’ citizenship fatigue, while impression management motives will undermine thriving at work through inducing citizenship fatigue. This study further found that task performance strengthened the positive relationship between impression management motives and citizenship fatigue. The theoretical and practical implications of these findings are discussed.

Considerable research has been conducted on employee creativity, but it has generally focused on creative outcomes and rarely paid attention to employees’ engagement in creative processes, that is, creative process engagement. Further, job characteristics as antecedents are little understood. Drawing on the job demands-resources model and the conservation of resources theory, this study examines the relationship between challenge-hindrance demands and creative process engagement at different levels of job control. In total, 572 questionnaires from China were used to test our proposed model through hierarchical regression analysis. The results show that when job control is high, the effect of challenge demands on creative process engagement is U-shaped, while that of hindrance demands is negative. When job control is low, both challenge and hindrance demands are not related to creative process engagement.