Responding to environmental challenges is a new manifestation of innovation for organizations, which enables firms to gain competitive advantages by conducting innovative activities for not only themselves, but also for the whole society. In this context, much attention has been paid to “green creativity.” However, few studies have explored the impact of green creativity from the perspective of interactions between individuals and organizational contexts. Therefore, we aimed to explain the variance in employees’ green creativity by examining three factors outside the organizational context: transformational leadership, green human resource management (GHRM), and individual factors including employees’ green passion. Drawing from the ability–motivation–opportunity theory, we found that transformational leaders can inspire employees’ green passion through influencing GHRM, and ultimately positively affect employees’ green creativity. Data collected from two sources (employees and human resources managers) in medical firms in northeast China at two time points demonstrated the important effects of transformational leadership, GHRM, and employees’ green passion on green creativity, thus offering new theoretical insights and practical suggestions.

PurposeDrawing on social information processing theory, the purpose of this paper is to explore the relationship between team reward interdependence and team performance, treating shared leadership as mediator and team average job-based psychological ownership as moderator.Design/methodology/approachData were collected from a field sample of 72 knowledge-based work teams comprised of 466 team members and their team leaders. Data were analysed using hierarchical regression analysis and moderated path analysis.FindingsTeam reward interdependence was positively related to team performance through shared leadership. Team average job-based psychological ownership moderated both the relationship between team reward interdependence and shared leadership, and the indirect relationship between team reward interdependence and team performance.Research limitations/implicationsThe shared leadership literature is extended by exploring the antecedents of shared leadership from the perspective of team reward interdependence, and by examining the moderating role of team average job-based psychological ownership.Practical implicationsOrganizations and managers should pay attention to team pay system design and be aware of the importance of employees' psychological ownership towards their jobs in promoting shared leadership in teams.Originality/valueThis study sheds light on the antecedents of shared leadership from the perspective of team incentives and examines antecedent boundary conditions through the moderating role of job-based psychological ownership.

Drawing on social learning theory, we explore how a leader's job involvement affects individual follower creativity in teams. Using a sample of 156 leaders with 1051 employees from knowledgebased teams in China, we find that leader's job involvement has a cross-level influence on follower creativity through the mediating role of follower's job involvement. In addition, leader's prosocial motivation and leader-member exchange (LMX) could strengthen the positive relationship between leader's job involvement and follower's job involvement and also strengthen the indirect positive relationship between leader's job involvement and follower creativity via follower's job involvement. The theoretical and practical implications of these findings are discussed.

No abstract

No abstract