Leadership & Organization Development Journal

Purpose The purpose of this study is to examine the impact of the (in)congruence between team leader self-evaluation and follower evaluation about the leader's transformation leadership (TL) on team performance, as well as the conditions under which the impact can be strengthened or weakened. Design/methodology/approach This study adopts a survey method to collect data from matched sales team leaders and sales team members in 81 teams. A multi-level polynomial regression analysis was conducted. Findings Team performance was higher in teams with balanced or high TL than with balanced or low TL. Among the teams with incongruence, no difference was found between leader underestimation and leader overestimation. TL congruence plays a moderating role in the relationship between team follower evaluation of TL and team performance, such that the relationship is stronger when team leader self-evaluation and follower evaluation are congruent than incongruent. Originality/value This study extends the authors' current understanding of TL literature by combining and contrasting the different perceptions of TL from both the leaders themselves and the followers towards leaders. The findings highlight the importance of congruence versus incongruence rather than just the high or low levels of follower TL evaluation. It provides a more complete understanding of the TL and team performance relationship than the traditional view that promotes a linear relationship between TL and performance.

Purpose The aim of this paper is gaining a deeper understanding of potential negative effects of (smart)phone use at work. The authors do so by exploring mediating mechanisms and boundary conditions between leader phubbing, leaders snubbing their followers by glancing at their phones during an interaction; and follower (1) work engagement and (2) performance. Design/methodology/approach The authors conducted a survey-based time-lagged, multi-source and team-based study of leaders ( N = 93) and their followers ( N = 454). Findings Results of this paper showed that leader phubbing negatively relates to follower (1) work engagement and (2) performance through less perceived leader support. Contradictory to the hypothesis, the relationship between leader phubbing and perceived leader support was negative for male leaders only. Originality/value The authors contribute to existing research by (1) adding perceived support as an important mediator between leader phubbing and work engagement/performance, (2) exploring the effects of leader gender and (3) adding information on the cultural robustness of the leader phubbing phenomenon by testing it outside the Western work context.

Purpose Based on the conservation of resource theory, this paper explores the impact of differentiated transformational leadership on employees' taking charge in the context of Chinese organizations, with psychological availability as a mediator and collectivism orientation as a moderator. Design/methodology/approach The authors distributed paired questionnaires to 67 team managers and 219 team members to obtain research data and established a hierarchical linear model for the hypothesis testing. Findings The results show that team-focus transformational leadership has a significant positive impact on employees' taking charge, and individual-focus transformational leadership has a significant negative impact on employees' taking charge. Specifically, psychological availability plays a partial mediating role between differentiated transformational leadership and employees' taking charge. Moreover, collectivism orientation has no significant moderating effect between team-focus transformational leadership and psychological availability. But it has a significant moderating effect between individual-focus transformational leadership and psychological availability, i.e. the higher the level of collectivism orientation, the stronger the negative effect of individual-focus transformational leadership on psychological availability. Originality/value The paper notes the hierarchy of differentiated transformational leadership and divides it into team-focus transformational leadership and individual-focus transformational leadership. It also provides a new mechanism and boundary condition, i.e. differentiated transformational leadership has an impact on employees' taking charge through psychological availability and collectivism orientation is a moderator.

Purpose The study aims to analyze pedagogical e-leadership in online higher education in Spain through the application of VAL-ED at the International University of La Rioja. Design/methodology/approach The methodology used to achieve the objectives has been a descriptive and quantitative methodology through a cross-sectional study based on the implementation of the questionnaire: Adaptation of the VAL-ED to the university context, developed by Palomino et al. (2022a). Findings Indeed, the data obtained allow the authors to affirm how both directors and supervisors, as well as teachers, have been able to evaluate the leadership behavior of directors, compared to the competence standards of VAL-ED, having obtained very positive results that show how their leadership is, without a doubt, oriented to students. Given the fact that in the second specific objective the study sets out to determine to what extent the three groups of respondents (faculty, supervisors and directors) coincide in the effective performance of the pedagogical leadership of the directors, it can be highlighted that no great differences have been found in the responses of effectiveness obtained from directors, supervisors and teachers, since the results of the resulting scores among these three groups of respondents were reasonably similar. Originality/value The research is original as the sample was collected personally by the authors of this article.

Purpose The main purpose of the current research is to examine affective and cognitive mechanisms by which the trickle-down effect of work engagement from leader to follower takes place. Design/methodology/approach The current research consisted of two independent studies. In study 1, an experience sampling method was used ( N = 1,321 data points from 171 participants) to test within-person effects. In study 2, the authors recruited 266 employees working in 61 teams with two data collections one month apart, to test between-team effects among variables. Findings In two independent studies, leaders' work engagement resulted in followers engaging in surface acting (an affective process) and developing self-efficacy (a cognitive process), which in turn resulted in followers' work engagement. Originality/value The current research provides some clarifications to the literature on work contagion of engagement by examining dual mechanisms. In particular, although previous research emphasized the negative aspects of surface acting, the current research suggests that surface acting can be potentially helpful by facilitating the contagion effect of work engagement leaders to followers. Further, this research also examines the facilitative role of self-efficacy in mediating the relationship between a leader's work engagement and followers' work engagement. Finally, the authors conducted two independent studies that used different research designs, and results were consistent across the two studies, which can provide evidence for the robustness of the results.

Purpose This study aims to explore the influence mechanism of inclusive leadership on employees' innovative behavior, in order to provide useful inspiration for leaders and enterprises to develop. Design/methodology/approach This study constructs a moderated mediation model based on the valid questionnaire data of 211 employees in service in enterprises and used SPSS23.0 and AMOS24.0 analysis software to analyze the data and test the theoretical hypotheses, and explore the influence mechanism of inclusive leadership on employees' innovative behavior. Findings The empirical findings show that inclusive leadership has a significant positive impact on employees' innovative behavior; organizational harmony plays a mediating role in the relationship between inclusive leadership and employees' innovative behavior; and innovation self-efficacy plays a positive moderating role between organizational harmony and employees' innovative behavior. Therefore, inclusive leadership can create a harmonious organizational climate and further improve employees' innovative behavior under the influence of employees' creative self-efficacy, which can promote innovative behavior and sustainable development of enterprises. Originality/value The authors put two variables, organizational harmony and employees' innovation self-efficacy, into the same model for correlation tests for the first time, and introduced into the mechanism of inclusive leadership's influence on employees' innovation behavior, which broadened people's understanding of organizational harmony and innovation self-efficacy and broadened the ideas for the subsequent research about the relationship between them.

Purpose Ostracism is a common challenge in the workplace, but little is known about the behaviours of those who trigger it. The authors examined how leader favouritism can drive coworkers to ostracise one another, given that leadership is a key factor in shaping employee attitudes and behaviour. Invoking social comparison theory, the authors assessed a model of how perceived favouritism affects ostracism through jealousy, moderated by organisation-based self-esteem (OBSE). Design/methodology/approach The authors surveyed 294 non-managerial employees from several service organisations in the United Arab Emirates (UAE) and analysed the data with partial least squares structural equation modelling (PLS-SEM) using SmartPLS 3 software. Findings Unexpectedly, leader favouritism did not directly affect ostracism but only indirectly through the mediation of jealousy. OBSE was found to moderate this relationship, suggesting that higher levels of OBSE can weaken the impact of leader favouritism on employee jealousy. Originality/value These findings explain the intricate dynamics and underlying reasons as to how leader favouritism can instigate employee-to-employee ostracism.

Purpose – The purpose of this paper is to investigate the effect of inclusive leadership on team climate. Drawing on the social exchange theory (SET), this study proposes a theoretical model in which (1) inclusive leadership enhances team climate, (2) the moderating effect of team power distance and trust in leadership in the relationship between inclusive leadership and team climate. Design/methodology/approach – A quantitative research method was applied, with a survey of 247 Nigerian employees nested in 59 teams in multiple small manufacturing firms across diverse industries widely distributed into textile, furniture, bakery and palm oil production firms. The partial least square structural equation modelling was used to test the study's proposed hypotheses. Findings – The results revealed that inclusive leadership has a positive and direct effect on team climate. Also, this study found that (1) team power distance positively influences the relationship between inclusive leadership and team climate; and (2) trust in leadership positively influences the relationship between inclusive leadership and team climate. Research limitations/implications – This study affirms the explanatory power of SET to investigate inclusive leadership and team climate at the team level. Also, the study utilised the SET to confirm the significance and value of team power distance and trust in leadership in the relationship between inclusive leadership and team climate at the team level in the Nigerian context. Practical implications – The paper examined the relationship between inclusive leadership and team climate with team power distance and trust in leadership as moderators. The findings suggest that inclusive leadership play a paramount role in understanding team climate among small manufacturing firms. Moreover, the findings can be applied in organisations by creating different assessment mechanisms, e.g. webinars and training sessions, to encourage effective inclusive leadership behaviours in fostering a team climate for creativity and innovation. Originality/value – The main contribution of this current research to knowledge is on the examination of the distinctive leadership style that influences team climate. The study indicates that when team members are allowed to fully contribute to the team, inclusion is promoted among group members, and trust in leadership is strengthened, which increases their perception of team climate within organisations.

Purpose This study investigates the relationship between self-leadership and the work performance of gig workers as moderated by perceived organizational support and mediated by work engagement. Design/methodology/approach Linear regression and the Process macro by Hayes were used to examine the hypothesized model, on a data set of 384 gig workers. Findings The outcomes indicated a positive relationship between the self-leadership strategies of the freelancers and their work performance. The association of self-leadership and work performance was moderated by perceived organizational support and partially mediated by work engagement. Originality/value This study responds to the need for exploration of the moderation and mediating mechanisms through which self-leadership influences how gig workers perform at work.

Purpose In the period of organizational change and transformation, the attitude of employees towards change has become a key factor in the success of organizational change. Based on the uncertainty management theory (UMT), the paper considers authentic leadership as an important antecedent of employee resistance to change and explores the mediating role of perceived uncertainty and the moderating role of uncertainty avoidance between authentic leadership and employee resistance to change. Design/methodology/approach The paper conducted a questionnaire survey study and a scenario experimental study. In study 1, the authors collected two stages of data from 256 employees in Central China, one month apart. In study 2, the authors designed a scenario experiment and invited 130 Chinese adults to participate. Findings The authors find that authentic leadership can effectively reduce employee resistance to change by reducing employee perceived uncertainty. In addition, for individuals with a higher (vs lower) degree of uncertainty avoidance, the direct impact of authentic leadership on perceived uncertainty and the indirect impact of authentic leadership on resistance to change through perceived uncertainty are both stronger (vs lower). Originality/value The presented results reveal the mechanism between authentic leadership and employee resistance to change from cognitive perspective and depict an important step toward understanding how authentic leadership and employee uncertainty avoidance interact and how they interact with employee resistance to change.

Purpose Enterprise innovation depends on the innovative behaviour of employees. The relationship between leaders and employees has a significant impact on employees' attitudes and behaviours. Therefore, it is of great practical significance to explore how a good leader–member relationship (LMR) motivates employees' innovative behaviour. Design/methodology/approach Based on 316 questionnaires completed by the members of 53 organisations, SPSS 25.0, Mplus 8.0 and HLM 6.08 were used to analyse the internal mechanisms of LMRs and employees' innovative behaviour. Findings The study identified the following findings: first, LMR was positively correlated with employees' innovative behaviour; second, perceived supervisor support and followership behaviour played mediating roles between leader–member relationship and employees' innovative behaviour and third, organisational political climate was negatively correlated with employees' innovative behaviour and played a moderating role in the relationship between LMR and employees' innovative behaviour. Originality/value The results of this study have clarified the transmission mechanism between LMRs and employees' innovative behaviour while providing useful references for improving the effectiveness of human resource management in organisations.

Purpose This paper aims to explore how leader career calling stimulates employee career growth, with the supervisor–subordinate guanxi serving as a moderating factor. Design/methodology/approach Study 1 demonstrated that high leader career calling served as a catalyst for employee career crafting. The experiment provided causal evidence for the relationship between these two constructs, exhibiting strong internal validity. However, due to the challenges in measuring supervisor–subordinate guanxi and career growth within the context of a scenario experiment, Study 2 was designed to test the entire model and enhance the external validity of the findings. Findings Leader career calling significantly predicts employee career growth, while employee career crafting serves as a mediating mechanism in the relationship between leader career calling and employee career growth. Moreover, supervisor–subordinate guanxi positively moderates the relationship between leader career calling and employee career crafting. Furthermore, the mediating effect of employee career crafting in the relationship between leader career calling and employee career growth is contingent upon the quality of supervisor–subordinate guanxi. This study sheds light on the role of leader career calling in employee career growth and provides insights into the mechanisms facilitating employee career growth. Originality/value Firstly, it explores leader-to-employee career calling transmission, extending the career calling study beyond individual impacts. It emphasizes how leaders' work attitudes shape employee career growth. Secondly, it reveals career crafting as a mediator between leader career calling and employee career growth, identifying a new influence mechanism and expanding upon the primarily job crafting-focused existing literature. Lastly, it identifies supervisor–subordinate guanxi quality as a moderator in the leader career calling-employee career crafting relationship. This perspective enriches career calling research, illustrating how specific conditions stimulate career crafting.

Purpose The present study intends to study the role of green transformational leadership in promoting green employee behaviour via green employee creativity. The study will draw its foundation from resource-based view and social exchange theory, thereby providing theoretical underpinning to explore the relationship between leadership, creativity and green behaviour. Design/methodology/approach A survey questionnaire was prepared to collect data to examine the relationship among the variables. Responses of 82 human resource (HR) managers and 488 employees of Indian Information Technology/Information Technology Enabled Services (IT/ITES) firms were used for the study. A 2-1-1 multi-level structural equation modelling (ML-SEM) was performed using Mplus version 8.6 software. Findings The study reveals significant and positive association for first three hypotheses, i.e. the direct relationship between green transformational leadership, green employee creativity and green employee behaviour. However, the fourth hypothesis is partially supported. Green employee creativity partially mediates the direct relationship between green transformational leadership and green employee behaviour. Originality/value By examining how green transformational leadership influences green employee behaviour through the interaction of creativity, the research offers a novel contribution to the field of sustainable organizational practices, enhancing the understanding of leadership, creativity and environmental commitment. The present research addresses pressing societal issues, contributes to more environmentally responsible practices and enhances the understanding of leadership and creativity in today's socially conscious world. Such a holistic examination of these interconnected factors can lead to actionable strategies for organizations to navigate the challenges of environmental responsibility in a rapidly changing world.

Purpose Drawing upon self-determination theory (SDT) and the proactive motivation model, this study examined how inclusive leadership is related to organizational citizenship behavior (OCB) through psychological need satisfaction (PNS). Design/methodology/approach Data were collected from a large Dutch private company in the financial sector (N = 264) and analyzed using structural equation modeling (SEM). Findings Inclusive leadership positively influenced all three PNS dimensions (autonomy, competence and relatedness). Both autonomy and relatedness fully mediated the relationship between inclusive leadership and OCB. However, this was not the case for competence, although additional analyses revealed the serial mediation of all three PNS dimensions. Originality/value By highlighting the mediating role of PNS, this study contributes to the inclusive leadership literature by helping unravel the underlying process through which leaders influence team outcomes. The findings emphasize the importance of inclusive leaders in satisfying employees' individual psychological needs, so that they can redirect their attention toward prosocial behaviors.

Purpose This study aims to investigate the effect of knowledge hiding on individual task performance and examine the moderating influence of transformational leadership. Design/methodology/approach This study included 256 participants employed by financing companies in Indonesia. In addition, to analyze the data, descriptive statistics were computed using SPSS 25, and the structural equation model-partial least square (SEM-PLS) was used for hypothesis testing. Findings The findings revealed the negative effects of knowledge hiding on individual task performance and its potential consequences for individuals and organizations. However, it also suggested that transformational leadership may not be sufficient to reduce the negative effects of knowledge hiding on individual task performance. Research limitations/implications This study only focused on the context of a specific industry or country, which limited the generalizability of the findings. Practical implications This study enriches the understanding of the importance of addressing knowledge-hiding behaviors and investigating additional factors that can enhance task performance in organizations. Originality/value This study adds value to the existing literature by emphasizing the importance of investigating supplementary factors other than transformational leadership that have the potential to reduce the negative effects of knowledge hiding on organizational performance.

Purpose Given the importance of leadership practices and knowledge resources in fostering innovation capabilities of firms, the purpose of this study is to explore the influence of transformational leadership on exploitative and exploratory innovation via mediating role of knowledge management capability. This study also attempts to increase understanding of the appropriate mechanisms for firms to pursue innovation capability by examining the moderating mechanism of competitive intensity. Design/methodology/approach This study utilized the structural equation modeling and cross-sectional design to test hypotheses in the proposed research model using survey data collected from 351 participants in 120 manufacturing and service firms. Findings The findings indicate that transformational leadership induces greater effect on exploratory innovation compared to its effect on exploitative innovation. The mediating role of knowledge management capability between transformational leadership and aspects of innovation capability is also supported. Especially, the influences of knowledge management capability on exploratory innovation capability are enhanced and depended on the degree of competitive intensity. Research limitations/implications Future research should examine the mediating mechanisms of knowledge acquisition, knowledge sharing and knowledge application to provide deeper insight on the role of specific components of knowledge management capability in linking transformational leadership and innovation capability. Practical implications The paper highlights the important role of transformational leadership practices for fostering knowledge management capability and specific aspects of innovation capability under high level of competitive pressure. Originality/value The paper is unique in the attempts to provide a prospective solution for firms to pursue and improve innovation based on the meaningful insights on the mediating role of knowledge management capability and moderating effect of competitive intensity in the relationship between transformational leadership and specific dimensions of innovation capability.

Purpose The research aims to examine the impacts of two different types of goal orientation, i.e. leaning goal orientation (LGO) and performance-prove goal orientation (PPGO), on employee knowledge sharing, and whether these relationships are altered by leaders' boundary spanning behavior (BSB). Design/methodology/approach A sample of 170 employees and 93 leaders were collected from South Korean organizations. Data were analyzed using path analysis. Findings The results demonstrated that employees with a high LGO are more likely to engage in knowledge sharing, while employees with a high PPGO are less likely to show knowledge sharing. Moreover, the findings showed that highly learning oriented employees tend to engage in knowledge sharing when they are under leaders who show active BSB. Practical implications To encourage knowledge sharing between employees, organizations need to promote a mastery-structured work environment to help employees develop a stronger LGO. Also, organizations could benefit from implementing training programs for leaders that promote their BSB. Originality/value The research aims to provide a more articulate account for how LGO and PPGO affect employee knowledge sharing in opposite ways. More importantly, this research provides new insights regarding the role of leaders' BSB as a contextual factor in promoting employee knowledge sharing. Using social learning theory as a theoretical framework, this study indicates how employees with a high LGO learn the behaviors of boundary spanning leaders and are more willing to engage in knowledge sharing.

Purpose Applicable to telecom companies operating in Saudi Arabia, this study aims to investigate the mediating role of workplace dignity (WD) in the relationship between inclusive leadership and innovative work behavior (IWB) as well as the moderate role of workplace inclusion (WI) in said relationship. Design/methodology/approach A total of 364 telecom companies in Saudi Arabia participated in the survey study. SmartPLS was employed to evaluate the data and test the research variables. Findings According to this study, inclusive leadership has a favorable impact on IWB. Additionally, the study concluded that inclusive leadership enhances WD. Furthermore, the authors discovered that WD has a favorable impact on IWB. The findings showed that the association between inclusive leadership and IWB is mediated by WD. Finally, WI has a statistically positive moderating effect between WD and IWB on the moderation side of the analysis. Originality/value This study is the first to consider WD as a mediator in the relationship between inclusive leadership and IWB. Examining WI's role as a moderator also deepens the authors' comprehension of the connection between WD and IWB.

Purpose This paper aims to analyze the impact of gender in leadership on strategic orientation and the relative impact of these strategic orientations on organizational performance with the leadership of each gender. Design/methodology/approach Cross-sectional survey-based data were collected from 1,260 logistics companies, and 503 responses were found suitable for further data evaluation. Structural equation modeling (SEM) and regression analysis were used to analyze the data and test the hypotheses. Findings Results show that managers' gender affects only the aggressiveness subdimension ( p = 0.018 and ß = 0.114) in strategic orientation decisions and that male managers tend to be more aggressive-oriented than female managers. Strategic orientation is more effective on organizational performance. More clearly, when female executives use the same strategic orientation as their male counterparts, organizational performance is higher than that of male executives. Research limitations/implications Managers' power is related to social norms about their valuable contribution to the organization and roles are associated with experiences. Thus, at different levels of management, different results will be obtained. Practical implications Organizations should only define leadership roles in masculine terms with information or research that explains how women leaders can contribute to the organization's outcomes. Social implications The lack of fit model should not be expected when determining executive-level female leaders' performance. Originality/value There is a significant potential in studying strategic decision-making and whether the ability to provide effective organizational outcomes is related to a person's gender. Even if previous literature suggests that gender stereotypes affect perceptions of men's and women's fit for executive positions, the strategic conception of organizational decisions is immune to gender, but strategy execution is not.

Purpose Some Six Sigma (SS) efforts have not been entirely successful. This research paper aims to investigate the leadership style and the elements of it that positively influence the attainment of Six Sigma programs within the automobile industry. Design/methodology/approach The study used a Likert-scale questionnaire and a simple random sampling method. 2,325 potential participants were approached, resulting in 573 responses, primarily from Germany, the United Kingdom and Sweden. 260 completed questionnaires were included in the analysis, utilizing an exploratory and mixed-methods research design to examine the impact of leadership style on Six Sigma success. Statistical methods such as SEM, EFA and CFA were used for data analysis. Findings The study utilized numerous SEM methods, including Exploratory Factor Analysis (EFA) and Confirmatory Factor Analysis (CFA) and identified three key elements of leadership traits: (1) leadership support for long-term improvement strategies; (2) leadership commit to the supplier's organization to maintain quality and supply defect-free products. Research limitations/implications Due to limited participants, the outcome of the research could lead to inadequacies in data interpretation regarding the contextual predispostions, and the research could develop weaknesses in the form of cross-sectional instead of longitudinal data and design. Practical implications The practical implications of this study suggest that institutions, practitioners and researchers can incorporate these two identified factors into leadership traits to promote the sustainable implementation of Six Sigma (SS) initiatives. Originality/value This study makes an original contribution to the assessment of leadership style and its elements in the European automobile industry, utilizing a mixed-methods research design along with descriptive statistics to provide valuable insights.

Purpose To reveal the effective ways for leaders to motivate employees' innovative behaviour in complex environmental situations, the leadership rapport orientation is subdivided into two types of values-based/instrumental rapport orientation. The mechanism of supervisor developmental feedback in mediating between leadership rapport orientation and employees' innovative behaviour and the moderating effect of ambidextrous environments is explored. This paper aims to discuss the aforementioned objective. Design/methodology/approach Leadership rapport orientation is divided into value-based and instrumental rapport orientation to reveal effective ways for leaders to motivate employees' innovative behaviour in complex environmental situations. Findings The results show that the values-based (instrumental) rapport orientation of leaders impacts employees' innovative behaviour positively (negatively). Originality/value Leaders' values-based/instrumental rapport orientation indirectly influences employees' innovative behaviour through supervisor developmental feedback, which positively moderates the relationship between the values-based or instrumental rapport orientation of leaders and employees' innovative behaviour and further moderates the partially mediating role of supervisor developmental feedback between leaders' values-based/instrumental rapport orientation and employees' innovative behaviour.

Purpose During the past decade, there has been a steep increase in the scholarly literature on Machiavellian leadership. However, no systematic literature review has been conducted to synthesise, analyse and identify the trends, tensions and gaps in Machiavellian leadership. Therefore, the authors examine empirical studies published in peer-reviewed journals since 2000, with an impact factor of Q2 or above in the SCImago ranking list. This paper aims to discuss the aforementioned objective. Design/methodology/approach Using the systematic literature review approach, a review protocol was developed to define the focus of the study, the search strategy and the criteria for inclusion and exclusion of studies in the review process. The authors developed a keyword search query using terms “Machiavellian” OR “Dark Triads” and “leadership”. The authors’ search was limited to publications in the English language and with the search terms in either the abstract or keywords of the publication. The review consisted of 576 peer-reviewed scholarly journal articles, out of which 53 articles were selected for the final analysis. Findings The analysis reveals how the unidimensional nature of most studies and limited contextual and ontological orientations curtail the development of the relational perspective of Machiavellian leadership. The authors propose a way forward, new insights and opportunities for future research in the field. Originality/value This is the first systematic literature review on Machiavellian leadership. Although the research in Machiavellian leadership is reaching a stage of maturity, this review exposes limitations and gaps in research.

Purpose This study aims to understand how project leaders' interactive use of the project management control systems (MCS) impact IT project performance, by examining the mechanisms through which this relationship is enacted. Design/methodology/approach Data were collected from a cross-sectional survey of 109 IT project managers working in Canadian and USA-based organizations. A moderated mediation model was analysed by hierarchical component reflective-formative measurement modelling using PLS-SEM. Findings Results suggest that the leader's interactive use of project MCS is associated with IT project performance, and this relationship is partially mediated by team learning behaviour. In addition, the relationship between the interactive use of project MCS and team learning behaviour is moderated by the organization's emphasis on process accountability, with the effect being stronger under the conditions of higher emphasis on process accountability. Originality/value This study contributes to the literature on the use of controls in the IT project-based business environments by explaining how the project leader's style of use of controls influences project team learning behaviour that in turn impacts project performance. Additionally, this study extends the project governance and accountability literature by identifying and empirically examining how the perceptions of project leader's institutionalized organizational accountability arrangements moderate the impact of the interactive use of control systems on team learning behaviour. A methodological contribution of the study is the scale development to measure leader's perceptions about the organization's emphasis on process accountability.

Purpose Paradoxical leadership concerns competing yet interrelated leader behaviors in response to conflicting workplace demands. Emerging research examines the outcomes of paradoxical leadership, yet less is known about its antecedents. This article aims to examine the combined effect of leader fluid intelligence, trait anxiety and trait anger, on transformational leadership and abusive supervision as contrasting paradoxical leader behaviors. Design/methodology/approach This study involves 157 leader–manager dyads, and 137 leader–follower teams utilizing a cross-correlational, time-lagged, online survey design. Findings Results indicate that leader fluid intelligence moderates the relationship between leader trait emotions and behavior such that low fluid intelligence and high trait anxiety results in manager perceptions of low transformational leadership, while low fluid intelligence and high trait anger results in follower perceptions of high abusive supervision. Originality/value The results suggest that fluid intelligence is a common factor that determines how leader trait emotions (anxiety and anger) are expressed through paradoxical leader behaviors as perceived by different hierarchical observers (i.e. a leader's superior and subordinates).

Purpose The purpose of current study was to investigate the impact of supervisor support on Knowledge Sharing Behavior through psychological well-being, psychological ownership, and Alturism. The study also took mindfulness as first path moderator in the relation to supervisor support and psychological well-being, and psychological ownership. Design/methodology/approach Positivism research philosophy followed by the deductive approach is followed to meet the objectives of the current study. A total of 219 employees from the telecom sector were identified as the respondents of the study. A purposive sampling technique was used to collect the data through self-administrated questionnaires. Exploratory and confirmatory factor analyses were used through AMOS to generate the results and test hypotheses. Findings The results suggested that supervisor support significantly contributes to the achievement of the knowledge-sharing behavior of employees with the chain of mediation, i.e. psychological well-being, ownership and altruism. Similarly, the moderating role of mindfulness is significant in the relationship between supervisor support and psychological well-being. Originality/value Although a number of researchers have studied the link between supervisor support and other employees related attitudinal and behavioral outcomes, few have explored the roles of psychological ownership, well-being and altruism in the relationship of knowledge sharing behavior. This study thus posits a novel sequential mediation and moderation mechanism, based on the social exchange theory, through which supervisor support is translated into knowledge sharing behavior.