Although there is a growing interest toward the topic of leader humility, extant research has largely failed to consider the underlying mechanisms through which leader humility influences team outcomes. In this research, we integrate the emerging literature of leader humility and social information processing theory to theorize how leader humility facilitates the development of collective team psychological capital, leading to higher team task allocation effectiveness and team performance. While Owens and Hekman (2016) suggest that leader humility has homogeneous effects on followers, we propose a potential heterogeneous effect based on the complementarity literature (e.g., Tiedens, Unzueta, & Young, 2007) and the principle of equifinality (leaders may influence team outcomes through multiple pathways; Morgeson, DeRue, & Karam, 2010). In three studies conducted in China, Singapore, and Portugal, including an experiment, a multisource field study, and a three-wave multisource field study, we find support for our hypotheses that leader humility enhances team performance serially through increased team psychological capital and team task allocation effectiveness. We discuss the theoretical implications of our work to the leader humility, psychological capital, and team effectiveness literatures; and offer suggestions for future research.

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Purpose The purpose of this paper is to build a link between empowering leadership and change-oriented organizational citizenship behavior (OCB) based on the theory of the socially embedded model so as to explore why empowering leadership has an impact on change-oriented OCBs and for whom this effect may be amplified or alleviated. Design/methodology/approach Using data collected from 203 employees and 80 supervisors in one information technology company, the authors examined the mediating role of thriving at work and the moderating role of autonomy between empowering leadership and change-oriented OCBs. The authors used statistical methods such as hierarchical regression, bootstrapping test, and so on to analyze the data. Findings The results indicated that empowering leadership was positively related to thriving at work, and thus in turn influenced change-oriented OCBs. In addition, employees’ autonomy orientation moderated those relationships such that when employees were had high autonomy orientations, they thrived at work to a high degree and were more likely to perform change-oriented OCBs. Research limitations/implications The authors collected the data of this study within a single organization, and that may limit the observed viability and decrease external validity. Practical implications The findings suggest that leaders’ empowering behaviors are a critical factor for simulating employees’ change-oriented OCBs. They also indicate that leaders are better off empowering individuals with high autonomy orientations. Originality/value This study contributes to the literature by linking empowering leadership and change-oriented OCBs. It clarifies how and why empowering leadership can stimulate employees’ change-oriented OCBs.

Catalyst-free recyclable polybutadiene (PB) elastomer cross-linked by dynamic imine bonds is prepared by the reaction between amine functionalized PB and aldehyde crosslinkers. The dynamic nature of imine bond is investigated by rheometry and creep-recovery experiments. The cross-linking degrees are regulated by incorporating different amount of aldehyde, and their influence on the cross-linked elastomers is investigated in detail. The temperature-induced imine exchange reactions enable recycling of the cross-linked PB elastomers and their mechanical properties are almost unchanged after several cycles. It is important to note that the elastomers also show excellent solvent resistance even at high temperature. The good mechanical properties, solvent resistance and recycling ability of the resultant PB elastomer demonstrate the superiority of the imine bonds in the design of recyclable polymers.