Purpose This study aims to examine the influence of task interdependence on team members’ Moqi in virtual teams in China. The authors also aim to identify virtual collaboration as a mediator and distributive justice climate as a moderator in this relationship. Design/methodology/approach The data were collected from a sample of 87 virtual teams (including 349 individuals) from various Chinese companies through a three-wave survey. Hierarchical regression analysis, path analysis, bootstrapping method and multiple validity tests were used to examine the research model. Findings In virtual teams in China, task interdependence has a significantly positive influence on team members’ Moqi; Virtual collaboration mediates the relationship between task interdependence and team members’ Moqi; The distributive justice climate positively moderates the relationship between task interdependence and virtual collaboration, as well as the indirect effect of virtual collaboration on the relationship between task interdependence and team members’ Moqi. Practical implications In virtual teams, leaders can facilitate team members’ Moqi by designing highly interdependent tasks, encouraging team members to engage in virtual collaboration and cultivating a climate of high attention distributive justice. Originality/value This is one of the first studies to pay to the Moqi among team members rather than supervisor-subordinate relationships and further examine how team members’ Moqi is predicted by task interdependence via the mediation of virtual collaboration with the distributive justice climate playing a moderating role.

Purpose Based on path–goal theory and social learning theory, this research is aimed at investigating how authentic leadership can influence team performance in virtual teams, specifically the mechanisms through the mediator of high-quality interpersonal relationships and the moderator of task interdependence. Design/methodology/approach The valid data of this research were collected from 90 virtual teams including 388 team members and their 90 leaders with a time-lag in China, and then the data were mainly analyzed by the hierarchical multiple regression and bootstrapping method to test the hypotheses. Findings The research results reveal that authentic leadership can positively influence virtual team performance. High-quality interpersonal relationships mediate the relationship between authentic leadership and virtual team performance. Furthermore, the indirect relationship between authentic leadership and virtual team performance via high-quality interpersonal relationships is moderated by task interdependence. Originality/value Team performance as an important kind of team effectiveness is crucial to the virtual team's advantage and success. This research enriches the knowledge on the relationship between authentic leadership and virtual team performance, which contributes to the virtual leadership effectiveness and virtual team management.

Drawing on social learning theory, we explore how a leader's job involvement affects individual follower creativity in teams. Using a sample of 156 leaders with 1051 employees from knowledgebased teams in China, we find that leader's job involvement has a cross-level influence on follower creativity through the mediating role of follower's job involvement. In addition, leader's prosocial motivation and leader-member exchange (LMX) could strengthen the positive relationship between leader's job involvement and follower's job involvement and also strengthen the indirect positive relationship between leader's job involvement and follower creativity via follower's job involvement. The theoretical and practical implications of these findings are discussed.

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