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AbstractIntegrating social cognitive perspective, social exchange perspective, and social identity perspective, we developed a research model examining how leader humility affects follower prosocial behaviours via three psychological mechanisms (i.e., self‐efficacy, affective trust, and perceived insider status). We used two field survey studies to examine our research model. Using a three‐wave lagged design, Study 1 (N = 221) found that leader humility had positive indirect effects on employee knowledge exchange, an information‐based indicator of prosocial behaviours, through all three mechanisms. To constructively replicate and extend our findings, Study 2 (N = 230) used a multi‐source and three‐wave lagged design and incorporated two additional indicators of prosocial behaviours: helping behaviour and voice behaviour. The results showed that affective trust mediated the positive effects of leader humility on all indicators of prosocial behaviours, indicating that social exchange is a powerful theoretical lens in explaining the implications of leader humility. Self‐efficacy mediated the positive effect of leader humility on knowledge exchange and helping behaviour. However, perceived insider status did not exhibit any significant mediating effect. We discussed the theoretical and practical implications of these findings for leadership.

Drawing upon the identity‐based perspective, the current research focused on the role of affective commitment and future work self salience (FWSS) in the relationship between abusive supervision and job performance. We expected that affective commitment, which represents the organization‐based identities of employees, would mediate the relationship between abusive supervision and job performance. Furthermore, we predicted that employees'FWSS, which represents the ease of construction and clarity of an individual's hoped‐for work‐based identity, would amplify the indirect effect of abusive supervision on job performance via affective commitment. Specifically,FWSSwas expected to play an amplifying role in the abusive supervision–affective commitment path. Based on a sample of 480 salespersons, the results of a 3‐wave study revealed that affective commitment mediated the abusive supervision–sales performance relationship. Moreover, the indirect effect of abusive supervision on sales performance via affective commitment was stronger for employees with higherFWSS. Specifically, the deleterious effect of abusive supervision on affective commitment was amplified byFWSS. This was the case even when emotional exhaustion and leader–member exchange were incorporated as competing mediators. Implications of our findings and future directions are discussed.Practitioner pointsOrganizations should pay greater attention to employees with higherFWSSbecause they are more vulnerable to abusive supervision in terms of their decreased affective commitment and performance.To maintain affective commitment and job performance of employees with higherFWSS, organizations should train leaders to reduce or eliminate abusive behaviours, especially for those leading teams with a majority of high‐FWSSemployees.