Drawing on social exchange theory, the purpose of this study is to examine the mediating role of psychological empowerment and moderating role of proactive personality in the relationship between POS and job satisfaction. The data were collected from 936 employees working in various manufacturing and service sectors by using selfreport survey questionnaires by employing time-lagged cross-sectional study design. The study findings demonstrate that POS positively influenced psychological empowerment and job satisfaction. Moreover, it is also revealed that the relationship between POS and job satisfaction is weaker when employees' proactive personality is higher rather than lower. The findings of the current study pose a framework for organizational representatives of both service and manufacturing industries to strengthen individual psychological empowerment and job satisfaction by offering organizational support to those individuals who are less proactive.

Based on organizational support theory, this study examined the indirect influence of perception of organizational support on employee work engagement with the mediating influence of flourishing and thriving at work. Data were collected by utilizing the self-administered questionnaires related to study variables in two different time periods. Using PROCESS Macros on an actual sample of 638 employees, the study found that perceived organizational support was positively associated with employee flourishing, thriving, and work engagement. Moreover, perceived organizational support indirectly influences work engagement via thriving and flourishing. The study provides many insights into evolving constructs (i.e., thriving and flourishing) and examines how organizations can create the psychological state and well-being (hedonic and eudemonic) of employees through the perception of organizational support.

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Employee voice behavior has attained significant attention in contemporary research due to its positive consequences for both workers and employers. Drawing on the social exchange theory, this study examined the mediating role of job satisfaction and psychological empowerment on the relationship between transformational leadership and employee’s voice behavior. Data were collected through survey questionnaires by utilizing a three-wave time-lagged study design from employees from diverse private and public sector organizations in Pakistan. The parallel multiple mediation is tested through Hayes’s process macro. The results indicate that job satisfaction and psychological empowerment partially mediate the relationship between transformational leadership and employee’s voice behavior. Further analysis depicts that both job satisfaction and psychological empowerment leveraged under transformational leadership act as parallel mediators and have no statistical significant difference between them. The theoretical and managerial implications are discussed.

The aim of this study was to examine the roles of self-efficacy and organizational commitment in the sequential mediation of the relationship between ethical leadership and employee engagement. Data were collected through self-reported questionnaires of employees from private and public sector organizations of Pakistan. We opted for a three-wave time-lagged design, and we used the PROCESS macro by Hayes on a sample of 211 employees (35% male, 65% female) via the 2000 re-sample bias-corrected bootstrap method. The results show a significant relationship between ethical leadership and employee engagement with mediating effects of self-efficacy and organizational commitment. Self-efficacy and organizational commitment fully mediated the relationship. The results provide insight into the understanding of employee behavior, particularly in the presence of moral leadership. Drawing on the conservation of resource theory, we examined how ethical leader support enables employees to invest their resources into positive outcomes. Theoretical and practical implications are discussed.