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This study seeks to examine the effect of abusive supervision on the "dark side" of organizational citizenship behavior (OCB) and, specifically, compulsory citizenship behavior (CCB). The study focuses on the mediating role of psychological safety underpinning the relationship between abusive supervision and CCB, and the moderating role of Chinese traditionality in influencing the mediation. The authors tested the model with data of 434 dyads (employee-coworker pairs) in a large Chinese service company. Results indicated that psychological safety fully mediated the relationship between abusive supervision and CCB. The authors also found that Chinese traditionality moderated the strength of the mediated relationship between abusive supervision and CCB via psychological safety, such that the mediated relationship is weaker under high Chinese traditionality than under low Chinese traditionality. The article also discusses the implications, limitations, and future research directions.

We sought to explore the mediating effect of compulsory citizenship behavior in the relationship between organizational citizenship pressure and work–family conflict, and the moderating role of job autonomy in influencing the mediation. Through a 3-wave web-based survey of 312 employees in China, we found that organizational citizenship pressure was positively related to compulsory citizenship behavior, the positive impact of citizenship pressure on work–family conflict was mediated by compulsory citizenship behavior, and job autonomy mitigated the above mediation effect. Our findings provide insight into the mechanisms that underpin the effect of organizational citizenship pressure on work–family conflict.

Purpose -Effective leadership action requires managers to harness power that is intrinsically political. This paper aims to study and characterise the political nature of a manager's behaviour when taking leadership action. Design/methodology/approach -The methodological approach is qualitative and examines three organisations over a three-year period when these entities experienced a major product failure. The paper analyses the actual managerial behaviour of managers and provides insight into the factors that most strongly influence the effectiveness of managers when taking leadership action. Findings -Political behaviour when taking leadership action can be conceptualised in terms of rationality and emotionality. In so doing, it can be clarified how behaviour must be modified to ensure that leadership action is consistently effective. Research limitations/implications -A case study of three multinational engineering companies engaged in the design, development and manufacturing of turbomachinery provides the platform for the research. The concepts presented in the paper will require validating in other organisations of different demographic profiles. Practical implications -The concepts presented and the implications discussed provide insight into the political nature of managerial behaviour when taking leadership action. The paper highlights the practical steps individual managers can embrace to ensure that their behaviour is appropriate to context, even under the most traumatic situations. Thus, the paper provides managers with a model that facilitates effective leadership action. Originality/value -This paper provides insight into how managers behaved in circumstances that mattered to them. Through immersion in events at the time they took place, the authors captured situations in which managers were under real pressure and, in so doing, avoided the bias inherent when interviewing a manager about past events. As such, the paper concludes that the political behaviour in which managers engage when taking leadership action is rooted in the reality of the adversity that the most capable managers have both experienced and overcome. This detailed study reports behaviour in a situation where managers' business and future prospects were in jeopardy. This paper identifies why some managers were able to use the experience positively, helping them to adopt politically intrinsic behaviour to facilitate effective leadership action.