Haiyang Liu

• Tongji University

Moral identity, a construct that captures how individuals view themselves relative to moral attributes, has received widespread attention in the organizational sciences. This article builds on the existing moral identity literature by examining the mechanisms and boundary conditions of leader moral identity’s impact on the punishment of misconduct....

The relationship between narcissism and creativity has inspired interesting debates for decades. Drawing on a new perspective, the current study tried to explain how narcissism influences others’ creativity evaluation in the organizational context. Based on the theory of impression management, we suggested that narcissism and creativity may have a...

The extant literature has revealed that leader narcissism has paradoxical impacts on follower outcomes. In this research, we argue that its paradoxical effects can be disentangled by the presence of two distinct types of leader narcissism—narcissistic admiration and narcissistic rivalry—which can shape leaders’ initial relationship‐building with ne...

In the modern workplace, it is virtually impossible to succeed without seeking any help from others. Despite its widely recognized importance, several areas surrounding help‐seeking have not yet been clearly understood in the organization literature. Specifically, it is unclear whether seeking help always benefits employees in need, and how various...

Overweight employees are viewed as lazy, slow, inactive, and even incapable. Even if such attributes are false, this perspective can seriously undermine others' evaluation of their work performance. The current study explores a broader phenomenon of weight bias that has an effect on weight change. In a longitudinal study with a time lag of 6 months...

How do authoritarian leaders in modern organizations influence work team emotional climate and performance? Defining authoritarian leadership as an ambient, demanding, and controlling leadership style, we conducted a survey study of 252 leaders and 765 subordinates matched in 227 work teams in three large public Japanese organizations. The results...

Employee performance is commonly investigated as a static, one-time snapshot of prior employee behaviors. For the studies that do acknowledge that performance fluctuates over time, the timeframe decision is disconnected from theoretical underpinnings. To make this connection clearer, we draw on entrainment theory and investigate trajectories in mot...

Prior research has documented many benefits associated with team-level psychological safety. However, we know little about the boundary conditions of these findings, particularly how psychological safety operates at the organization level and if and when it is helpful over time. Here, we explore how organization-level psychological safety and anoth...

Aligning with the recovery perspective, we propose a dual-path model to illustrate the effects of employees’ evening cyber leisure on next-day work outcomes, namely, psychological vitality and performance. We argue that evening cyber leisure has contradicting effects on next-day performance and vitality through its effects on bedtime procrastinatio...

Prior work suggests that follower and leader risk orientation is positively associated with follower creativity. We suggest that this view is oversimplified and propose that follower creativity can be stimulated when leader and follower have diverging risk orientations. We, therefore, apply a configurational approach to creativity, evaluating varyi...

Drawing from the emotions as social information model (Van Kleef, 2009; Van Kleef et al., 2009), we hypothesize that subordinates of authoritarian leaders make two different cognitive inferences of authoritarian leaders’ negative emotional labor: one is that leaders intend to hurt, while the other is that leaders attempt to drive performance. As a...

In this paper, adopting the role congruity theory, we proposed that female leaders can be more effective in driving employee task performance than male leaders when they are high in emotional labor. Using a sample of 515 leaders and their corresponding 515 employees in three companies in Japan, we examined the joint effects of leader gender and lea...

In this paper we employ a trait activation framework to examine how unfairness perceptions influence narcissistic leaders’ self-interested behavior, and the downstream implications of these effects for employees’ prosocial and voice behaviors. Specifically, we propose that narcissistic leaders are particularly likely to engage in self-interested be...

Based on a resource perspective, the authors investigated how leader–follower power distance value incongruence influences employees’ withdrawal behavior. Data were collected twice in China, and the sample included 66 leaders and 350 followers. Leader–follower power distance value incongruence was found to be associated with the psychological workp...

Based on equity theory (Adam, 1965), we proposed a fairness trickle- down model to explain how leaders’ perceived fairness may impact their followers’ prosocial motivation. A time-lagged study from 82 group leaders and 906 subordinates in Mainland China supported our trickle-down model. First, our results indicate that leader perceived fairness had...