Browsing by Author "Zhu, Xiji"

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    The Roles of Leader Empowering Behaviour and Employee Proactivity in Daily Job Crafting: A Compensatory Model
    (Taylor and Francis, 2020-09-10) Jiang, Feng; Lu, Su; Wang, Haijiang; Zhu, Xiji; Lin, Weipeng
    The study investigates how daily fluctuations in leader self-rated empowering behaviour are related to employees’ daily level job crafting behaviour. From an interactionist perspective, the authors propose and test two competing theoretical models investigating how supervisors’ daily empowering behaviour and subordinates’ proactive personality jointly affect subordinates’ daily work engagement and daily job crafting. One hundred and six leader-follower dyads working in several companies completed a questionnaire and a diary booklet over five consecutive workdays. The results of multi-level analyses revealed a cross-level-moderated mediation model, of which the indirect effect of empowering behaviour on job crafting via work engagement was stronger for less proactive employees than for higher proactive employees. The findings reveal a compensatory relation between leader empowering behaviour and employee proactive personality, suggesting that empowering behaviour would be more effective for increasing the work engagement of less proactive workers. Future directions and human resource management implications are discussed.
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    Social media impacts the relation between interpersonal conflict and job performance
    (Wiley, 2019-10-18) Jiang, Feng; Lu, Su; Zhu, Xiji; Song, Xin
    Previous research has predominantly focused on the effects of cognitive and emotional reactions on the relation between interpersonal conflict and job performance. The effects of behavioral reactions, however, have been largely ignored. To fill this gap, this study aims to investigate how behavioral reactions indexed by Wechat use affects the above relation. Specifically, demand-control-support theory and demand-control-person theory form the basis for a stressor–strain model and a joint investigation of 1) Wechat use as mediating the link between interpersonal conflict with job performance and 2) relatedness need satisfaction and emotional social support as moderating the mediation. A moderated mediation model is tested with matched data collected thrice from 300 subordinates and their supervisors. Results highlight the importance of behavioral mechanisms and state-like individual differences when examining the relationships between interpersonal conflict and job performance.