Aligning with the recovery perspective, we propose a dual-path model to illustrate the effects of employees' evening cyber leisure on next-day work outcomes, namely, psychological vitality and performance. We argue that evening cyber leisure has contradicting effects on next-day performance and vitality through its effects on bedtime procrastination and psychological detachment, and in turn, sleep quantity and sleep quality. We also propose that trait mindfulness acts as an important boundary condition of the indirect effects of evening cyber leisure. We used an experience sampling methodology to collect three surveys per day for 10 days from 155 R&D employees of a biotech company. Our findings suggest that cyber leisure has a negative indirect effect on sleep quantity and sleep quality via bedtime procrastination, and a positive indirect effect on sleep quantity and sleep quality via evening psychological detachment. Additionally, sleep quantity was positively associated with performance, and sleep quality was positively associated with psychological vitality. Lastly, as trait mindfulness increased, the negative impact of cyber leisure on bedtime procrastination was mitigated, and the positive impact of cyber leisure on psychological detachment was enhanced. Theoretical and practical implications specific to the use of cyber devices for workplace recovery are discussed.

Prior work suggests that follower and leader risk orientation is positively associated with follower creativity. We suggest that this view is oversimplified and propose that follower creativity can be stimulated when leader and follower have diverging risk orientations. We, therefore, apply a configurational approach to creativity, evaluating varying combinations of leader and follower risk orientation on follower creativity. Across two field studies, we demonstrate that (a) follower creativity increases as leaders’ and followers’ risk orientations become more discrepant (i.e., incongruent); (b) follower creativity is higher when leader–follower dyads are congruent at moderate levels of risk orientation compared to congruence at the extremes (i.e., low and high levels); (c) follower‐experienced intellectual stimulation mediates the relationship between leader–follower risk orientation incongruence and congruence and follower creativity; and (d) that leader authority openness moderates the indirect effect of leader–follower risk orientation incongruence on creativity via follower‐experienced intellectual stimulation. Theoretical and practical implications specific to creativity and leader–follower relationships are discussed.

Employee performance is commonly investigated as a static, one-time snapshot of prior employee behaviors. For the studies that do acknowledge that performance fluctuates over time, the timeframe decision is disconnected from theoretical underpinnings. To make this connection clearer, we draw on entrainment theory and investigate trajectories in motivation and performance across the five-day workweek. We hypothesize that both motivational control (i.e., staying on course and sustaining effort in pursuit of goals through the redirection of attention) and performance have a declining trajectory across the workweek. Drawing on self-determination theory, we also hypothesize that trait-based mindfulness (i.e., non-judgmental present moment attention and awareness) negatively relates to the downward trajectory in performance across the workweek via its effect on the trajectory of motivational control. Finally, we take a trait activation theory perspective, hypothesizing that mindfulness is relevant as an indirect influence on performance trajectories through motivational control trajectories only when job demands are high. We test our model using 151 full-time employees in a medical device company. We collected data from participants twice daily across the five-day workweek. We then use these daily scores to create between-person (e.g., person-centric) trajectories to investigate the proposed relationships. The hypotheses are generally supported. There is a downward trajectory of both motivational control and performance across the workweek. Further, job demands conditionally moderate the indirect effect of mindfulness on performance trajectories through motivational control trajectories. Theoretical and practical implications specific to dynamic motivation and performance, entrainment, and mindfulness literature are discussed.

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