The COVID-19 pandemic has unhinged the lives of people across the globe. In particular, more than 30 million Chinese college students are home-schooling, yet there is little understanding of how academic workload, separation from school, and fears of contagion lead to a decrease in their health. This study examined the relationships between Chinese college students’ three critical stressors and two types of health in the COVID‐19 pandemic context. We used a three-wave lagged design with a one-week interval. All the constructs were assessed by self-report in anonymous surveys during the COVID‐19 pandemic. College students were asked to report their demographic information, academic workload, separation from school, fears of contagion, perceived stress, and health. The results of this study showed that academic workload, separation from school, and fears of contagion had negative effects on college students’ health via perceived stress. In the COVID-19 crisis, multiple prevention and control measures focusing on college students may lead them to have different degrees of stress and health problems. Our results enrich the literature on stress and health and offer novel practical implications for all circles of the society to ensure students’ health under the context of the COVID-19 epidemic.

Transformational leadership, generally considered as a desirable leadership style, has positive effects on various performance outcomes of employees; however, its productivity has been called into question because of a relative neglect of its negative aspects. Addressing this gap, an attempt at rethinking the relationship between transformational leadership and employee performance is important. The paradoxical perspective indicates that conflicting positive and negative effects of transformational leadership can coexist, which provides possibility and rationality for thorough consideration of employees' task performance influenced by transformational leaders. Integrating the principle of diminishing marginal utility and the "Too-Much-ofa-Good-Thing (TMGT)" effect, this research explores an inverted U-shaped relationship between transformational leadership and employee task performance. Furthermore, applying social cognitive theory, we assume an employee's proactive personality moderates the curvilinear influence of transformational leadership on employees' task performance. As expected, results from a study of data from 209 supervisorsubordinate relationships from China showed that the inverted U-shaped relationship between transformational leadership and employees' task performance was moderated by employees' proactive personality. Theoretical and practical implications are discussed.

Purpose This paper aims to examine the impacts of transformational leadership and employee proactive personality on service performance, the mediation role of organizational embeddedness and the synergies of transformational leadership and proactive personality within the proposed framework. Design/methodology/approach Data was collected following a time-lagged research approach. The study sample included 218 frontline employees and their supervisors from ten carefully selected five-star hotels in China. Structural equation modeling was employed for the data analysis. Findings Transformational leadership and proactive personality had positive effects on task performance and contextual performance via organizational embeddedness. The interactive influences of transformational leadership and proactive personality on task performance and contextual performance were found significant and negative. Originality/value Transformational leaders and proactive employees have been shown to exert a strong influence on excellent service performance, with organizational embeddedness playing a critical role.

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Despite research having identified two major routes to status: dominance and competence, both routes seem inadequate to capture the “whole picture” of how people get ahead in organizations. Building on social exchange theory and social status literature, we identify two novel paths and their important boundary conditions by which employees with status motivation can achieve status. Specifically, we propose that employees with status motivation obtain status (operationalized as other-perceived status and promotability) by engaging in ingratiation toward their supervisors and organizational citizenship behavior directed toward individuals. In addition, these relationships are weakened in teams where the procedural justice climate is high. Results from four studies conducted in China and the United States, which consist of three experiments (Study 1: N = 240; Study 2: N = 180; Study 4: N = 309) and one field study of 427 employees from 74 teams (Study 3), provide support for most of the propositions we proposed. The theoretical and practical implications of these findings are discussed.