Employee innovative behavior is crucial for organizations to engage in innovative activities and gain competitive advantages in the context of digital transformation. Despite many studies having focused on the relationship between leadership and employee innovative behavior, the role of digital leadership and the underlying mechanisms for employee innovative behavior remain unclear. Using the cognitive-affective processing system framework, the study investigated the dual mediating role of psychological empowerment and affective commitment between digital leadership and employee innovative behavior and the moderating role of a proactive personality in such relationships. Employing data from 359 employees, the study conducted structure equation modeling to examine the hypotheses. The results show that digital leadership influences employee innovative behavior through psychological empowerment but not affective commitment. Furthermore, a proactive personality does not moderate the direct effect of digital leadership on psychological empowerment and affective commitment or the indirect effect of digital leadership on employee innovative behavior. Theoretical and practical implications are discussed.

Prior research has identified both positive and negative consequences arising from the widespread integration of social media within the organizations. The present research suggests that upward social comparison (USC) in social media is related to psychological disengagement resulting in knowledge hiding and lower innovative behavior of individuals. It further suggests that mindfulness mitigates the impact of USC in social media. A two-wave longitudinal survey reveals that individuals who engage in comparative self-assessment with friends projecting an aura of unattainable success on social media unwittingly cause psychological disengagement, a phenomenon which, in turn, precipitates a palpable decline in their innovative behavior and rise in knowledge hiding. Furthermore, our exploration unravels an intricate layer of this narrative - mindfulness of employees for online social interactions reduces this adverse cascade. This study draws attention to the necessity for vigilant managerial oversight. It serves as a clarion call, illuminating the concealed facets of social media, dappled with the intricate interplay of online social comparisons. This research transcends traditional paradigms by introducing a unique perspective on employee engagement with social media, contemplated in the context of online social comparison. It augments the current body of knowledge by shedding light on the complex interplay of these variables within the modern workforce.

UNASSIGNED: The goal of decent work (DW) is a win-win situation for both employees and employers. It promotes an individual\'s employability and enhances the competitiveness of the organization.
UNASSIGNED: Based on the conservation of resources theory (COR), this paper conducted survey on knowledge workers and analyzed the data by hierarchical linear model (HLM).
UNASSIGNED: This paper aims to examine how decent work perception (DWP) influences employee innovation behavior through the mediating effect of job engagement and burnout and the moderating effect of authoritarian leadership.
UNASSIGNED: Based on the results of statistical analyses conducted on 489 valid knowledge workers, it was demonstrated that DWP positively influence employee innovative behavior. Job engagement has a full mediating effect on the relationship between DWP and employee innovative behavior. The study did not support the mediating effect of job burnout, however. There is a positive moderating effect of authoritarian leadership on the relationship between DWP and job engagement and a negative moderating effect on the relationship between DWP and job burnout.
UNASSIGNED: In addition to contributing to theoretical studies on DW and work behavior, this paper also contributes to practice on employee motivation and leadership.

In the face of an increasingly complex competitive environment, a company\'s ability to innovate is the key to a gaining sustainable competitive advantage. As the cornerstone of an organization\'s survival and development, employee innovative behavior is key to enhancing an organization\'s innovative capability. Based on a conservation of resources, this study investigates the mechanism of the role of superior-subordinate guanxi on employees\' innovative behavior from both emotional and cognitive perspectives. Through the analysis of 305 full-time employees\' research data, the results show that superior-subordinate guanxi can promote employees\' innovative behavior by stimulating their work passion and reducing their dependence on superiors. Our research provides certain theoretical guidance and policy recommendations for enterprises to improve the innovation ability of employees by revealing the internal mechanism of superior-subordinate guanxi affecting the innovation behavior of employees.

UNASSIGNED: Although employees\' silence is a common phenomenon in organizations, the mediating role of relational silence has not been studied in inclusive leadership and innovative behavior. In this study, based on the theory of social exchange, relational silence is used as a mediating variable to explore the internal mechanisms of inclusive leadership on employees\' innovative behavior.
UNASSIGNED: Data from 263 in-service leaders and employees were collected using convenience sampling and analyzed using Amos and SPSS statistical software package via questionnaires distributed to companies in six cities in the Guangdong province of China.
UNASSIGNED: The results showed that inclusive leadership has a significant positive predictive effect on employees\' innovative behavior (β = 0.590, p < 0.01), while inclusive leadership is negative and significantly correlated with relational silence (β = -0.469, p < 0.01). More so, relational silence has a significant negative correlation with employees\' innovative behavior (β = -0.408, p < 0.01), and relational silence partially mediates the relationship between inclusive leadership and employee innovation behavior.
UNASSIGNED: The mediating role of relational silence between inclusive leadership and employees\' innovative behavior is revealed for the first time, theoretically broadening and enriching the connotation of inclusive leadership\'s influence mechanism on employees\' innovative behavior and providing new ideas in practice for constructing inclusive leadership styles, reducing the incidence of relational silence, and evoking employees\' innovative behavior.

UNASSIGNED: Most previous studies focused on the antecedents of employee innovative behavior but rarely examined the outcomes of employee innovative behavior. Moreover, previous studies ignored the relationship between employee innovative behavior and workplace wellbeing. Based on social comparison theory and social exchange theory, this study introduces coworker ostracism and leader support for innovation as mediating variables to explore the \"double-edged sword\" effect of employee innovative behavior on workplace wellbeing.
UNASSIGNED: Based on a sample of 319 employees from Chinese companies, this study used SPSS 26.0 and MPLUS 8.3 to examine the hypotheses.
UNASSIGNED: Empirical results demonstrate that (a) employee innovative behavior is directly and positively related to workplace wellbeing, (b) employee innovative behavior is indirectly and positively related to workplace wellbeing through leader support for innovation, and (c) the negative association between employee innovative behavior and workplace wellbeing via coworker ostracism is unsupported.
UNASSIGNED: The findings of this study enrich the literature by exploring the double-edged sword effect of employee innovative behavior on workplace wellbeing. The practical implications of this study are that leaders in organizations should give employees innovation support.

In a turbulent environment such as during the COVID-19 pandemic crisis, employee proactive behavior is imperative for innovation initiatives in small- and medium-sized enterprises (SMEs). We ask whether and how turbulent environments motivate employees to proactively engage in innovative behavior. This study argues that employees\' perceptions of environmental dynamism reinforce employee proactive innovation behavior. Using a sample comprising 262 innovative employees from 40 manufacturing SMEs in Taiwan, this study tests a moderated-mediation model in which environmental dynamism is expected to increase the indirect effect of creative self-efficacy on employee innovative behavior through knowledge acquisition. The results confirm the mediating role of knowledge acquisition and the positive moderating effect of environmental dynamism. This study sheds light on the issue of employee proactive behavior in response to changing environments.

In the health care system, it is increasingly apparent that employee innovative behavior improves the core competitiveness and resilience of organizations. Previous research has identified leadership behavior as a key predictor of employee innovative behavior. Following this logic and by integrating social information processing theory with existing research conclusions, we constructed a moderated mediation model to examine the mechanism by which mindful leadership influences employee innovative behavior. An empirical analysis of 361 questionnaires that were completed by employees from the healthcare sector in China shows that mindful leadership is positively and significantly correlated with employee innovative behavior. Creative process engagement was found to play a mediating role in this relationship. Moreover, creative self-efficacy positively moderated the relationship between mindful leadership and creative process engagement and moderated the mediating effect of creative process engagement on the relationship between mindful leadership and employee innovative behavior. That is, compared with employees with lower creative self-efficacy, employees with higher creative self-efficacy experienced a stronger indirect effect of mindful leadership on their innovative behavior. This study enriches the theoretical research on mindful leadership, clarifies the mechanism and boundary conditions of the effect of mindful leadership on employee innovative behavior, and provides theoretical support for organizational activities that stimulate and guide employee innovative behavior.

In today\'s era of rapid development of science and technology, organizations are confronted with unprecedented opportunities and challenges. Employee innovative behavior has become the key element to promote organizational innovation and achieve sustainable competitive advantages. This study examines the relationship between organizational innovation climate and employee innovative behavior by focusing on the mediating role of psychological ownership and the moderating role of task interdependence. The survey data were collected from the matched samples of 326 employees and their direct supervisors from 13 enterprises in Guangdong Province, China. The results indicate that organizational innovation climate is positively related to employee innovative behavior and that psychological ownership plays a fully mediating role between them. For the moderating effects, task interdependence positively moderates the relationship between organizational innovation climate and employees\' psychological ownership. The results also reveal an indirect effect of organizational innovation climate on employee innovative behavior through psychological ownership. Theoretical and practical implications are also discussed.

The revolution of self-management and organizational democracy is gaining momentum with the development of new technologies. How to stimulate high employee innovation behavior is critical to an organization\'s success. In this study, we built and verified a theoretical model to explore the effect of job control (JC) on employee innovative behavior (EIB), the mediating effect of creative self-efficacy (CSE), and the moderating effect of mindfulness (MF), based on the self-determination theory (SDT). For this quantitative study, a 31-item questionnaire was used to collect data from five Internet companies with 329 Chinese employees. AMOS 24.0 software was used to calculate CFA. SPSS26.0 software was used to calculate means, standard deviations, correlations, and regression analysis. The results indicate that a moderated mediation model among JC, CSE, EIB, and MF is supported. Further, JC was positively related to EIB via CSE. Moreover, MF moderated the relationship between JC and EIB and the mediating role of CSE.