This research develops and tests a multiple-mediator model of the relationship between organizational fairness and employees’ perceived meaningfulness. Integrating (Rosso et al., Research in Organizational Behavior 30:91-127, 2010) theoretical framework on meaningfulness with theories on...

According to social information processing theory and conservation of resource theory, we examine whether and how authoritarian-benevolent leadership influences employees' proactive work behaviors (PWBs) and unethical pro-organizational behaviors (UPBs). Study 1, a survey of 351 participants,...

Drawing on social exchange theory and benevolent leadership literature, we show how the largesse associated with benevolent leadership can cause subordinates to feel obliged to undertake illegitimate tasks assignments that go beyond their job duties. The hypotheses are tested in a scenario...

Integrating norms of reciprocity, affect theory of social exchange, and ambivalence literature, we investigated how leader-member exchange (LMX) ambivalence influences employees’ interpersonal behaviors toward supervisors. Study 1, with a time-lagged field method, revealed that LMX ambivalence...