Purpose Drawing on leader identity theory, we developed a moderated mediation model to explain how and under what conditions leaders who perceive themselves as overqualified are more likely to increase coaching behaviors and decrease undermining behaviors. Design/methodology/approach To test the hypotheses, we conducted a two-wave survey study with 232 supervisor–subordinate dyads and analyzed the data using Mplus. Findings The results show that leaders’ perceived overqualification is positively associated with leader identity, which, in turn, is related to reduced leader undermining and increased leader coaching. Furthermore, leader identity mediates the relationship between leaders’ perceived overqualification and these leadership behaviors. Additionally, followers’ identification with their leaders moderates the downstream effects of leaders’ perceived overqualification. Originality/value This study provides valuable insights into the positive side of leaders’ perceived overqualification by examining its role in fostering positive leadership behaviors and mitigating negative ones. In doing so, it broadens the scope of research on perceived overqualification.

Purpose The digitization wage has amplified the need for enterprises to pursue digital transformation, placing CEOs at the forefront of this strategic process. This study examines whether and how CEO narcissism drives enterprise digital transformation and focuses on the mechanisms and boundary conditions through the lens of bounded rationality. Design/methodology/approach Using data from Chinese A-share listed firms on the Shanghai and Shenzhen Exchanges from 2011 to 2021, this study hand-collects CEO narcissism data and derives all other variables from the annual reports of the companies. Empirical analyses are conducted to test the proposed hypotheses. Findings The results show that CEO narcissism significantly promotes digital transformation of enterprises by raising CEOs’ wealth expectations and alleviating firms’ financial constraints. Furthermore, the effect is more pronounced in non-state-owned companies and when the CEO holds greater power, underscoring the contingency role of ownership and CEO authority. Research limitations/implications (1) The measurement of variables needs further exploration. (2) The research perspective on CEO narcissism can be further enriched. (3) The discussion of heterogeneity still requires further exploration. Firstly, it adds to the existing body of research by including CEO narcissism, a personality trait associated with bounded rationality, to the discussion of the motivation behind enterprise digital transformation. Secondly, the study broadens the conceptual framework of the association between CEO narcissism and enterprise digital transformation by introducing CEO’s wealth expectations and financial constraints of the enterprise as mediating mechanisms. Thirdly, the study acknowledges that corporations exhibit heterogeneity based on factors such as ownership and CEO power. Practical implications Digital transformation has become an imperative for enterprises seeking competitive advantages. This study suggests that CEO narcissism can serve as a catalyst, helping firms secure resources and overcome financing barriers. Consequently, firms should account for CEO personality traits when making executive appointments to enhance digital transformation outcomes. Social implications The research findings of this paper have certain enlightening significance for corporate strategic transformation and management decision-making in the digital age, specifically in the following aspects: (1) Governments should formulate policies to alleviate the practical difficulties faced by enterprises during the transformation process. (2) Enterprises should pay attention to the personality traits of CEOs when selecting them. (3) Enterprises should correctly view the impact brought about by narcissistic traits. Originality/value By integrating the bounded rationality perspective, this study provides fresh insights into the effects, mechanisms and conditions of CEO narcissism on the digital transformation of enterprises. These findings expand the existing literature and offer a new lens for understanding the interplay between executive psychology and strategic change in the digital era.

PurposeThe COVID-19 pandemic has amplified the importance of effectively leading a remote workforce in volatile, uncertain, complex and ambiguous (VUCA) environments. This study examines the effectiveness of transformational–transactional leadership (Full-Range Leadership Model, FRLM) and its recent extension of instrumental leadership (eFRLM) in remote work contexts.Design/methodology/approachWe surveyed 529 remote working followers, providing perceptions on (1) their leaders’ manifestation of eFRLM dimensions and factors, (2) their leaders’ leadership effectiveness and (3) their organizational environment as VUCA.FindingsResults show that instrumental leadership represents a strongly effective leadership dimension in remote work contexts, explaining unique variance beyond transformational–transactional leadership. Moreover, VUCA environments moderated the association between eFRLM leadership behaviors and leadership effectiveness, with instrumental leadership being particularly effective in more pronounced VUCA environments and transformational–transactional leadership being less effective.Originality/valueOverall, instrumental leadership appears crucial to consider when predicting leadership effectiveness in virtual and uncertain contexts.

PurposeBased on the approach/inhibition theory of power, this study explores the relationship between sense of power and exploitative leadership. We particularly examine the role of self-interest as a mediator and the role of ambition at work as a moderator.Design/methodology/approachThe data were collected from 189 supervisors and 702 employees. We analyzed the data using path analysis to test the research model.FindingsThe results show the following: (1) sense of power positively affects exploitative leadership; (2) the effects of sense of power on exploitative leadership are mediated by self-interest; (3) the effects of self-interest on exploitative leadership are moderated by ambition at work.Originality/valueThe current study identifies self-interest as a key mediator that links sense of power to exploitative leadership and demonstrates that ambition at work moderates the process of self-interest to exploitative leadership.

PurposeAlthough self-sacrificial leadership and ethical leadership exhibit similarities in their moral dimensions, recent research suggests that self-sacrificial leadership may be linked to an increase in unethical behavior for the collective benefit of one’s group. Existing studies have demonstrated that ethical leadership can mitigate organizational cynicism. However, the potential misalignment between group interests and ethics associated with self-sacrificial leadership raises concerns about its potential to foster cynicism. This study investigates the mechanisms by which self-sacrificial leadership influences organizational cynicism.Design/methodology/approachSurvey data from 493 organizational members across 9 Chinese companies were analyzed using multiple regression analysis, and bootstrapping was employed to confirm the mediating effects.FindingsSelf-sacrificial leadership was found to have an overall reducing effect on organizational cynicism, with distributive justice and ethical CSR perceptions as significant mediating factors.Originality/valueThis study sheds light on the unique characteristics of self-sacrificial leadership, highlighting the elements of sacrifice and loyalty that may result in unethical, self-centered behaviors, and explores its influence on organizational cynicism. By revealing that the recognition of augmented group interests can diminish cynicism among organizational members regardless of morality, this study contributes to broadening the theoretical perspective.

PurposeThis study examines the impact of transformational leadership on employees' service innovation behaviors in service firms and explores the moderating effect of employees' creative role identity on the relationship between the two from an employee psychological perspective.Design/methodology/approachThis study designed two questionnaires to be distributed to supervisors and employees as a means of conducting a questionnaire survey, which resulted in a sample of 328 leader–employee matches. The hypothesized relationships were tested using structural equation modeling and regression analysis.FindingsTransformational leadership has a significant positive effect on employee service innovation. The analyses further confirmed that creative role identity plays a moderating role between transformational leadership and employee service innovation.Originality/valueThis study confirms the effect of transformational leadership on employee innovative behavior and extends the theoretical basis of this relationship. It also hopes to provide inspiration and reference for local management in China.

PurposeThis study aims to theoretically discuss and empirically test the mediating mechanism of psychological distress and the moderating effects of Islamic work ethics (IWE) in the relationship between despotic leadership and adaptive performance.Design/methodology/approachA three-wave survey was used to gather the data from middle managers and their supervisors of construction firms in Pakistan. The final sample consisted of 304 respondents and data analysis was performed through SEM analysis.FindingsDespotic leadership enhances employees’ psychological distress which results in a negative impact on adaptive performance. In addition, IWE played a buffering role in mitigating the harmful impacts of despotic leadership on adaptive performance.Originality/valueThe study is among the pioneers that have investigated how despotic leadership impacts employees’ adaptive performance via the underlying mechanism of psychological distress through the conservation of resources and social exchange theory lens.

PurposeDrawing on appraisal theory of emotion, this study aims to establish and test a moderated mediation model underlying the process of exploitative leadership by investigating the mediating role of job anxiety and the moderating role of psychological entitlement.Design/methodology/approachWe collected two-wave questionnaire data from 355 supervisors with matched responses from 1,065 subordinates in Hubei province of China. Hierarchical multiple regression and PROCESS macro were applied to test our hypotheses.FindingsThe results indicated that supervisor perceived overqualification prompted supervisor job anxiety, which then led to raised exploitative leadership. Additionally, we found that supervisor psychological entitlement intensified the direct effect of supervisor perceived overqualification on supervisor job anxiety as well as the indirect effect of supervisor perceived overqualification on exploitative leadership through supervisor job anxiety.Originality/valueAlthough researchers have documented a growing number of consequences of exploitative leadership, less focus has been placed on its antecedents. The study extends our understanding of why, how and when supervisors engage in exploitative behaviors.

PurposeDespite the detrimental effects of supervisor knowledge hiding on employees and organizations, little research has focused on how subordinates cope with it. Drawing on the impression management theory, this study proposes a mediated moderation model to explain who and how cope with supervisor knowledge hiding.Design/methodology/approachUsing a sample of 340 full-time participants in various organizations and industries in China, the proposed model was tested using ordinary least squares regression with the PROCESS 3.5.FindingsThe results support the mediated moderation model, indicating that proactive subordinates are motivated to manage their impression towards supervisors and engage in upward ingratiation to cope with supervisor knowledge hiding. In contrast, subordinates with low level of proactive personality trait have less impression management motive and engage in fewer upward ingratiatory behaviors.Originality/valueBased on the impression management theory, the current paper contributes to the literature on supervisor knowledge hiding by expanding the consequences of supervisor knowledge hiding, identifying a boundary condition of supervisor knowledge hiding on subordinate’s subsequent behaviors and enriching the mechanism underlying the effect of supervisor knowledge hiding with proactive personality.