Although empowering leadership is central to employees, leaders, and organizations, few studies have examined follower behavior and its role in incentivizing leaders to engage in empowering leadership. We use an exploratory, sequential mixed methods approach to explore comprehensively the...

This study investigates why and when employees’ observations of supervisors’ ostracism of coworkers elicit their own feelings of guilt. In this connection, observers’ silence might function as a mediator, and leader-member exchange quality could moderate the process. The tests of these...

This study examines why individuals who are deeply embedded in the organization may engage in unethical pro-organizational behavior (UPB). Drawing from social identity theory and self-affirmation theory, we propose that deeply embedded employees may engage in UPB as a way of promoting or...