This study develops a theoretical model to investigate when and why empowering leadership promotes employees’ pro‐environmental behaviour (PEB). Synthesising psychological ownership theory and role identity theory, we propose that empowering leadership positively affects the employees’ PEB and that this relationship is mediated by psychological ownership. Furthermore, we examine the moderating roles of empowerment role identity and environmental self‐identity in this relationship. By employing 203 leader–follower dyads as a sample, we find that empowering leadership is positively related to employees’ PEB and that employees’ psychological ownership mediates this relationship. Besides, we find that empowerment role identity plays a moderating role in the relationship between empowering leadership and employees’ psychological ownership such that the relationship is positive and significant when empowerment role identity is high but not significant when it is low. Finally, we observe that environmental self‐identity moderates the relationship between employees’ psychological ownership and PEB such that the relationship is positive and significant when environmental self‐identity is high, but not significant when it is low. Practically, we offer new insight into how and when organisations can leverage the positive effect of empowering leadership in the pursuit of promoting employees’ PEB.

Drawing on social cognitive theory, we propose a moderated-mediation model to examine when and why workplace ostracism impairs employee creativity in China. We collected 195 valid questionnaires with a two-wave employee-supervisor dyadic research design from one large Chinese company. Results indicate workplace ostracism affects employee creativity negatively. Moreover, the negative effect of workplace ostracism on employee creativity is not only mediated by employee creative self-efficacy (CSE), but the mediation effects of employee CSE are also found to be stronger when employee collectivism orientation is high. Finally, the theoretical and practical implications of these findings are discussed.

Drawing on the framework of human energy in organizations, this study proposed a moderated mediation model between narcissism and taking charge, as well as the role of energy at work and the employee’s hierarchy within organizations. A sample of 312 employees at one Chinese manufacturing company suggested that employees with narcissistic personality are more apt to exhibit taking charge at work via their energy at work. In addition, the results also indicated that employees’ hierarchical level within organization reinforced the indirect effect of energy at work between narcissism and taking charge. These findings have important implications for narcissism research and managerial practices.

We integrated the theory of reasoned action and leader–member exchange (LMX) to construct a research model of the relationship between supervisor narcissism and employee silence. Through a 3-wave survey with 292 employees of 3 Chinese companies, we examined the relationship between supervisor narcissism and employee silence, the mediating role of negative anticipations, and the moderating role of LMX. Results showed that supervisor narcissism had a significant positive impact on employee silence, and negative anticipations played a partial mediating role between them. LMX significantly moderated the relationship between supervisor narcissism and negative anticipations, with a positive correlation between supervisor narcissism and negative anticipations that was more significant in the condition of low LMX than in high LMX. We also found that LMX negatively moderated the mediating effect of negative anticipations on the relationship between supervisor narcissism and employee silence, whereby the higher the quality of the LMX the weaker was the mediating effect.

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