Leader negative emotional expression (LNE) has been proposed to contribute to follower performance; however, less is known about employees’ work-related affective state and the characteristics of cognitive attribution during the underlying process. Drawing on the emotions as social information model, we explore the mediating effect of work engagement and the moderating effect of internal locus of control (ILC). The data comprises 315 leader–follower dyads. The results reveal that LNE can decrease follower performance and that work engagement mediates this effect. In addition, the direct effect of LNE on follower performance is moderated by ILC. The negative effect is stronger for employees with low levels of ILC than for those employees with high levels of ILC. Our research provides a better understanding of the internal mechanism and boundary condition of the relationship between LNE and follower performance. Implications and limitations are also discussed.

Intertemporal choice refers to decisions involving tradeoffs between costs and benefits occurring at different times. Studies have found that weighting the time and benefits during decision-making involves a complex neural network that includes the dorsolateral prefrontal cortex (DLPFC). However, in contrast to literature regarding intertemporal choice for gains, studies have not provided causal evidence that the DLPFC is involved in intertemporal choice for losses. We examined whether bifrontal transcranial direct current stimulation (tDCS) applied over the right and left prefrontal cortex can alter the balance of intertemporal preference in the loss condition. A total of 60 participants performed delay discounting tasks for losses while receiving either right anodal/left cathodal, left anodal/right cathodal, or sham stimulation. The results showed that participants tended to choose larger delayed losses after receiving left anodal/right cathodal tDCS. Left anodal/right cathodal tDCS significantly decreased the discounting rate compared with the sham stimulation. These findings confirm that DLPFC activity is critical during intertemporal decision-making for losses.

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Within a risky choice framework, we examine how multiple reference points and anchors regulate pay perception and turnover intentions in real organizational contexts with actual employees. We hypothesize that the salary range is psychologically demarcated by three reference points into four regions, the minimum requirement (MR), the status quo (SQ), and the goal (G). Three studies were conducted: Study 1 analyzed the relationship between turnover intention and the subjective likelihood of falling into each of four expected salary regions; Study 2 tested the mediating effect of pay satisfaction on salary reference point-dependent turnover intention; and Study 3 explored the anchoring effect of estimated peer salaries. The results show that turnover intention was higher in the region below MR or between SQ and G but lower in the region above G or between MR and SQ. That is, turnover intention can be high even in situations of salary raise, if the raise is below a salary goal (i.e., leaving for a lack of opportunity) and low even in situations of salary loss, if the expected salary is still above the MR (i.e., staying for security). In addition, turnover intention was regulated by pay satisfaction and peer salaries. In conclusion, turnover intention can be viewed as a risky choice adapted to salary reference points.