Jian Peng

TL;DR: In this paper, the authors proposed a theoretical model wherein self-serving leadership hinders team creativity through psychological safety as well as knowledge hiding, with task interdependence acting as a contextual condition.

TL;DR: In this paper, a multi-level moderated mediation model was proposed in which workplace loneliness inhibits creativity via leader-member exchange and this indirect effect is moderated by leader compassion.

TL;DR: In this paper, a cognitive-affective processing system framework is used to explore the impact of environmentally specific transformational leadership on team pro-environmental behaviors. But, they did not explore the role of team members' environmental awareness.

TL;DR: In this article, the authors examined how the leader-follower relationship mediates the relationship between leader congruence/incongruence in workplace loneliness and turnover intentions and found that leader-member exchange (LMX) was higher when leaders and followers were aligned in terms of workplace loneliness than otherwise.

TL;DR: In this article, the authors empirically tested the linkage between transformational leadership and employees' reactions to organizational change, but no systematic attempt has been made to organize or organize such studies.