Based on input–process–outcome model and contingency theory, we develop a research model that depicts the influence of coworker support climate on the cross-level process linkages among servant leadership, team reflexivity, and employee creativity. Using data collected from 442 participants in 92 teams, we conducted a multilevel analysis, which demonstrated that servant leadership promotes team reflexivity which, in turn, enhances employee creativity. In addition, our study suggests that the coworker support climate moderated the relationship between servant leadership and team reflexivity. Finally, servant leadership and coworker support climate jointly affect employee creativity via team reflexivity (multilevel-mediated moderation effect).

Purpose Based on social cognitive theory, this study aims to explore the effect of authentic leadership on employee green creativity by studying the mediating role of reflection and rumination and the moderating role of psychological capital. Design/methodology/approach This study used experience sampling methodology to test hypothesis. Specifically, this study applied two-level path analysis to analyze 1,290 observations from 129 employees. Findings The results show that authentic leadership positively influences reflection but negatively influences rumination, which in turn impact employees’ green creativity. Psychological capital positively moderates the effects of authentic leadership on reflection and negatively moderates the effects of authentic leadership on rumination. Furthermore, psychological capital moderates the linkages between authentic leadership, self-reflection and employee green creativity. Practical implications Organizations should make efforts in promoting authentic leadership and recruiting employees who possess high psychological capital. Moreover, managers can make effective efforts to stimulate employees’ reflection and mitigate rumination, thereby facilitating organizational sustainable development. Originality/value In investigating green issues related to employees’ daily cognitive processes, this study focuses on within-personal reaction mechanism to authentic leadership, concerning the moderating effect of individual psychological capital.

Drawing on social cognitive theory, this paper examines whether self-reflection mediates the association between workplace ostracism and team members' creativity, and whether this mediating effect is moderated by high-involvement work practices (HIWPs). We construct and test a cross-level model using multilevel path analysis to analyse data collected from 81 teams (a total of 393 members) in China. The results show that workplace ostracism negatively influences team members' reflection but positively influences rumination, which in turn affects individual creativity. Furthermore, HIWPs negatively moderate the effects of workplace ostracism on self-reflection, and moderate the linkages among workplace ostracism, reflection/rumination and team members' creativity. Finally, theoretical and practical implications of these findings are discussed.

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