Drawing on conservation of resources theory, we examined the effect of workplace envy on the work behaviors and experiences of employees who are envied by others. From the resource perspective, we proposed that ego depletion would mediate the relationship between being envied and knowledge sharing, and that the envied employees’ competitive orientation would moderate this mediation. We empirically tested the model with 280 employee–supervisor dyads in China in a two-wave survey. Results show that being envied was negatively related to employees’ knowledge sharing, and that the envied employees’ ego depletion significantly mediated this negative relationship. Further, envied employees’ competitive orientation moderated the indirect mediating effect, such that the negative influence of ego depletion on knowledge sharing was enhanced for those envied employees whose orientation was highly competitive. Our results show the critical role of resource supply and demand on social influence.

Departing from past research on managers’ influence on employees’ informal leadership emergence, we explore the mechanism of how distributed leadership enhances individual leadership emergence from a cognitive perspective. Drawing upon the leadership identity construction theory and role identity theory, we theoretically developed and empirically tested a serial mediation model. It examines how distributed leadership promotes employees’ leadership emergence via individual empowerment role identity and enacted leader identity. Using a three-wave field survey from 496 subordinate–supervisor dyads (82 supervisors and 496 employees) in China, we found that empowerment role identity and enacted leader identity serially mediate the association between distributed leadership and employees’ leadership emergence. The results demonstrate the leadership identity construction process of employees’ leadership emergence under distributed leadership. The theoretical and practical implications of our findings are then discussed.

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