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This study proposes a moderated mediation model that examines the roles that openness to change and psychological capital (PsyCap) may play in the relationship between climate for innovation and employee creativity.

Path modeling analysis with software Mplus 7 is conducted to test our moderated mediation model.

The results show that climate for innovation promotes openness to change, which in turn encourages employee creativity, and PsyCap moderates not only the relationship between climate for innovation and openness to change but also the indirect effect of climate for innovation on employee creativity through openness to change.

Although we attempt to avoid common method bias by collecting data in two waves, the six-month time interval separating the two waves of data collection may not be long enough to detect the causal relationship between climate for innovation and employee creativity. In addition, this study is conducted in companies located in China, which may raise the question of generalizability to other cultures.

The main contribution is building a moderated mediation model to uncover the potential mediating mechanism and boundary conditions associated with the influence of climate for innovation on employee creativity.

Based on the micro role transition theory (MRTT), the present study aims to explore how leader–follower congruence in psychological capital (PsyCap) affects followers' task performance and voice behavior, in which we uncover the mediating role of organizational embeddedness.

A survey was conducted in South China through a three-stage procedure, and finally, a dyad-structured sample of 62 leaders and 218 employees was matched. The polynomial regression method, response surface analysis and structural equation modeling were employed to test the effects of leader–follower PsyCap congruence.

(1) Followers' organizational embeddedness will be higher when leaders' and followers' PsyCap are more aligned; (2) followers' organizational embeddedness will be higher when leaders' and followers' PsyCap are aligned at a high level rather than when they are aligned at a low level; (3) followers' organizational embeddedness will be higher when followers' PsyCap is higher than leaders', compared to when followers' PsyCap is lower than leaders'; (4) organizational embeddedness mediates the relationship between leader–follower PsyCap congruence and followers' (a) task performance and (b) voice behavior.

This study emphasizes leaders' pivotal role in a process where followers' PsyCap affects task performance and voice behavior, and further extends MRTT through introducing organizational embeddedness as a mediator in such a mechanism.

The purpose of this paper is to develop a moderated mediation model to examine the roles that psychological capital (PsyCap) and growth need strength may play in the relationship between humble leader behaviors and follower creativity.

Data were collected from a three-wave survey study with a sample of 165 matched leader-follower questionnaires in China. Multiple regression analyses, moderated regression analysis and bootstrapping analysis were used to test the hypotheses.

The results show that humble leader behaviors positively influence follower creativity, PsyCap mediates this influence and growth need strength not only moderates the relationship between humble leader behaviors and PsyCap, but also amplifies the indirect relationship between humble leader behaviors and follower creativity via PsyCap.

Common method bias may still exit, although the measures of research variables were gathered from different sources and with time separation. Additionally, this study is conducted in a single cultural context, which may raise the question about the generalizability of our findings to other cultural contexts.

The primary contribution is building and examining a conceptual model that focuses on the potential effect of humble leader behaviors on follower creativity. Additionally, by confirming the mediating role of PsyCap, the research further uncovers why followers under humble leader behaviors are more likely to engage in creativity, and the moderating role of growth need strength found in this study also offers additional insight into that followers may differ in the degree to which they are receptive to leader effect.

Drawing on affective events theory (AET), this study aims to investigate how and when leader voice solicitation affects employees’ innovative behavior. Specifically, this study proposes that leader voice solicitation evokes employees’ feelings of pride, which subsequently motivate employees’ innovative behavior. Moreover, collectivism orientation plays a moderating role in this process.

This study collected 251 supervisor–subordinate dyadic data in two phases and employed structural equational modeling (SEM) to test the hypotheses.

The results revealed that employees’ feelings of pride mediate the positive relationship between leader voice solicitation and employees’ innovative behavior. Collectivism orientation intensifies the mediated relationship.

This study extends the potential outcome variables of leader voice solicitation. Moreover, it introduces a novel theoretical perspective to explore the impact of leader voice solicitation on employees. Importantly, this study examines the mediating effect of pride and the moderating effect of collectivism orientation, deepening the understanding of how and when leader voice solicitation affects innovative behavior.

The purpose of this paper is to explore the influencing mechanism of coaching leadership (CL) on employee voice behavior (VB) based on cognitive-affective system theory of personality (CAPS). Specifically, the study intends to build a model of psychological security (PS) and openness to change (OC) that mediate the relationship between CL and employee VB at an individual-level and group-level from cognitive-affective dual perspective.

CL, employee VB, PS and OC were assessed in an empirical study based on a supervisor–subordinate dyads sample of 287 employees and 72 team leaders from enterprises in Southern China.

From CAPS theory perspective, the authors found that CL promotes employee VB and that PS and OC mediate the relationship between CL and VB.

Results underscore the importance of encouraging managers to engage in CL behaviors, which are conductive to enhancing employee PS and OC thereby improving employee VB. These results also highlight the significance of managerial attention to a secure voice atmosphere and the improvement of employees’ affective commitment to organizational change.

The research findings provide a significant contribution to the literature in that it shows PS and OC as crucial dual mediating mechanism through which CL influences VB. Moreover, this paper is one of the few studies answering the call to examine the effect of leadership at multiple levels.

Water-based graphite lubricants have good lubricity in the process of metal forming, especially for hot-rolling seamless pipe. Although the use of water as a working fluid system instead of conventional mineral oil has many advantages for the fuel consumption, post cleaning and a new type of lubricant, the graphite contaminated the machine and workers for its physical properties. From the global environmental protection viewpoint, it is urgent to develop a kind of benign material.

Magnesium hydroxide which has the average particle size of 10 μm was chosen as a base material without further modification and pretreatments. On the HT-1000 high-temperature tribometer, the influence of temperature and lubricant materials on the friction coefficient was studied. The tribological performance at 900^°C provided evidence under high temperature for exploring a new lubricant material.

Tap water-based brucite lubricant will open a new chapter in the industrial lubrication, effectively avoiding many unfavorable factors caused by graphite lubrication, such as conductivity, pollution and energy loss. Meanwhile, it expanded the application of brucite as flame-retardant agent, catalyst, water treatment agent and so on.

It is a new and environmental lubricant to tap water-based brucite lubricant. And specially, the preparation process of lubricant is simple and economical.

The purpose of this paper is to examine the impact of managerial coaching (MC) on employee creative performance (CP) based on the knowledge transfer theory and the roles of creative process engagement (CPE) and climate for innovation (IC) in the relationship between MC and CP.

A moderated mediation model was developed and tested on a dyadic sample of 74 leaders and 292 employees working in South China firms.

The results show that CPE mediates the relationship between MC and CP and IC amplifies the indirect relationship between MC and CP via CPE.

This research contributes to the MC and innovation literature by clarifying the linking role of engagement in transferring MC into employees' CP from a knowledge transfer perspective and identifies the critical role of IC in effectuating the impact of MC on CP.

The purpose of this paper is to study the tribological properties of a thiazole derivatives (T561), overbased alkyl benzene calcium sulfonate (T106A) compounded with T561 and overbased alkyl benzene magnesium sulfonate (T107) compounded with T561 in rapeseed oil (RSO).

A four-ball machine was used to evaluate the tribological properties of each compound and their combinations with T561 in RSO. Scanning electron microscopy, EDX and X-ray photoelectron spectroscopy were applied to analyze the tribofilm formed on the worn surfaces.

Results of tribotesting demonstrated that synergistic effects exist between the overbased sulfonates, T106A and T107, and the thiazole derivative, T561. The texts of tribofilm indicated that iron sulfide and iron oxides exist in T561 single agent lubricant film and two composite additives lubricant film, and no sulfates were detected. It suggested that the addition of alkyl benzene sulfonate did not hinder the formation of iron sulfides and iron oxides. Meanwhile, CaSO₄ (MgSO₄) and CaCO₃ (MgCO₃) were detected on the worn surface of the composite additives, which were not detected on the single agent friction surface.

A tribofilm mainly contains CaSO₄ (MgSO₄) and CaCO₃ (MgCO₃) formed on the worn surfaces, which is responsible for excellent extreme pressure and anti-wear properties of the compound agents because of their high melting point and high shear stress.

This study explores how paternalistic leadership (PL) influences Chinese expatriates' work engagement in a cross-cultural context, and examines how expatriates' cross-cultural adaptability sets a boundary condition for this relationship.

Data were collected from two-wave surveys of 82 supervisors and 318 Chinese expatriate teachers from 57 Confucius Institutes in 18 countries. Structural equation modeling was used to test the hypothesized relationships.

Benevolent and moral leadership as job resources are negatively related to work–family conflict (WFC), whereas the job demand of authoritarian leadership positively relates to WFC. Further, WFC mediates the effect of PL styles on Chinese expatriates' work engagement. Cross-cultural adaptability moderates the negative relationship between WFC and work engagement, and the indirect effect of PL styles on work engagement through WFC.

Organizations should consider WFC an important intervening mechanism linking PL and Chinese expatriates' work engagement. Cross-cultural organizations can mitigate the negative impact of WFC on work engagement by enhancing expatriates' cross-cultural adaptability.

This study is the first to examine the PL–work engagement relationship via a work–family interface, which contributes to integrating leadership and work–family outcomes. It enriches research on the JD-R model by showing that job resources and job demands affect employee outcomes through the mediation of stressors. Furthermore, this study identifies a new personal resource by examining cross-cultural adaptability's moderating role.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Innovation remains a key driver of firm success and is the product of employee creativity. Organizations are able to optimize the creative performance of employees through managerial coaching that serves to inform and empower them and accordingly increase their engagement in the creative process. The impact of coaching on creative performance is enhanced in companies that develop a climate conducive to innovation.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.