We investigated the influence of self-efficacy on work performance and its mediated link through work engagement by developing a theoretical model based on a literature review. Data from 241 employees of 3 banking companies in China showed that self-efficacy was significantly correlated with work engagement, and work engagement was significantly correlated with work performance. Structural equation modeling results indicated that work engagement acted as a partial mediator in the self-efficacy–work performance relationship. These findings highlight the role of work engagement as a key factor in work-related well-being that can change the effects of self-efficacy on work performance. Theoretical and practical implications are discussed.

We investigated empowering leadership as a predictor of employee innovative behavior, with work engagement as a mediator in this relationship. Data were collected from 318 employees and their supervisors in China, and we used structural equation modeling to evaluate our hypotheses. The results suggest that empowering leadership was positively related to employee innovative behavior, and that work engagement partially mediated this relationship. Our findings provide new insight into the effects of empowering leadership on employee innovation, and indicate that it is beneficial for leaders to pay attention to empowering behavior and, in doing so, consider employees' engagement at work.

Using leadership behavior and social identity theories, we conducted an empirical study with 361 millennial employees to explore the mechanisms underlying the impact of charismatic leadership on employee innovation performance in the Chinese context, and to understand the serial mediation effects of employees' leadership, professional, and organizational identification. The results show that charismatic leadership had a significant positive effect on millennial employee innovation performance and that this relationship was partially mediated by employees' leadership, professional, and organizational identification. Moreover, a serial mediation effect was found via employees' leadership and professional identification; leadership and organizational identification; professional and organizational identification; and leadership, professional, and organizational identification. The findings offer a new paradigm to explain the mechanisms through which charismatic leadership affects millennial employee innovation performance. Theoretical and practical implications are discussed.

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