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This study aims to explore whether, how and when leaders' artificial intelligence (AI) symbolization (i.e. the demonstration of leaders' acceptance of and support for AI by engaging in AI-related behaviors and/or displaying objects that reflect their affinity for AI) affects employee job crafting behaviors.

The authors conducted two studies (i.e. an experiment and a multi-wave field survey) with samples from different contexts (i.e. United States and China) to test our theoretical model. The authors used ordinary least squares (OLS) and hierarchical linear modeling (HLM) to test the hypotheses.

Leaders' AI symbolization is positively related to employee change readiness and, in turn, promotes employee job crafting. Moreover, employee-attributed impression management motives moderate the positive indirect effect of leaders' AI symbolization on employee job crafting via change readiness, such that this indirect effect is stronger when employee-attributed impression management motives are low (vs high).

Leaders should engage in AI symbolization to promote employee job crafting and avoid behaviors that may lead employees to attribute their AI symbolization to impression management.

By introducing the concept of leaders' AI symbolization, this study breaks new ground by illustrating how leaders' AI symbolization positively influences employees' change readiness, as well as job crafting in the workplace. Further, integrating AI as a novel and timely context for evaluating job crafting contributes to the literature where empirical research is relatively scant, particularly regarding the factors that prompt employees to engage in job crafting.

Drawing on affective events theory (AET), this study aims to investigate how and when leader voice solicitation affects employees’ innovative behavior. Specifically, this study proposes that leader voice solicitation evokes employees’ feelings of pride, which subsequently motivate employees’ innovative behavior. Moreover, collectivism orientation plays a moderating role in this process.

This study collected 251 supervisor–subordinate dyadic data in two phases and employed structural equational modeling (SEM) to test the hypotheses.

The results revealed that employees’ feelings of pride mediate the positive relationship between leader voice solicitation and employees’ innovative behavior. Collectivism orientation intensifies the mediated relationship.

This study extends the potential outcome variables of leader voice solicitation. Moreover, it introduces a novel theoretical perspective to explore the impact of leader voice solicitation on employees. Importantly, this study examines the mediating effect of pride and the moderating effect of collectivism orientation, deepening the understanding of how and when leader voice solicitation affects innovative behavior.

The purpose of this paper is to examine the impact of managerial coaching (MC) on employee creative performance (CP) based on the knowledge transfer theory and the roles of creative process engagement (CPE) and climate for innovation (IC) in the relationship between MC and CP.

A moderated mediation model was developed and tested on a dyadic sample of 74 leaders and 292 employees working in South China firms.

The results show that CPE mediates the relationship between MC and CP and IC amplifies the indirect relationship between MC and CP via CPE.

This research contributes to the MC and innovation literature by clarifying the linking role of engagement in transferring MC into employees' CP from a knowledge transfer perspective and identifies the critical role of IC in effectuating the impact of MC on CP.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Innovation remains a key driver of firm success and is the product of employee creativity. Organizations are able to optimize the creative performance of employees through managerial coaching that serves to inform and empower them and accordingly increase their engagement in the creative process. The impact of coaching on creative performance is enhanced in companies that develop a climate conducive to innovation.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

The purpose of this study is to understand how perceived vulnerability reduces consumers’ willingness to utilize services offered by nonprofit organizations (NPOs).

Three online surveys were conducted across two research contexts to test the proposed model. Hayes’ PROCESS was used to analyze the data.

Perceived vulnerability decreases the perception of relational benefits, which in turn decrease consumers’ commitment to NPOs. Reduced commitment lessens consumers’ willingness to cooperate and acquiesce to organizations’ recommendations. Risk aversion and cognitive ability mediate the relationship between perceived vulnerability and perceived relational benefits.

The findings uncover mechanisms through which perceived vulnerability influences perceived relational benefits, contributing to the understanding of behaviors of consumers that perceive vulnerable. This paper does not manipulate consumers’ perceived vulnerability but only measures their perceived vulnerability, limiting the explanatory power of causal relationships between perceived vulnerability and perceived relational benefits.

This study can provide some insight for NPOs about how to better serve their target population. To increase willingness to utilize service offerings, NPOs should decrease their perceived risks of new services.

This paper clarifies why consumers that perceive vulnerability are not willing to deploy the NPOs’ services which could improve their situation by demonstrating that cognitive ability and risk aversion mediate the relationship between perceived vulnerability and perceived relational benefits.