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We tested a theoretical model to explain how and why leader–member liking influences employees' workplace deviance, with leader–member exchange as a mediator and implicit prototype as a moderator. Participants were 227 employee–leader dyads from work teams at 3 Chinese
companies in Beijing, who completed surveys at baseline and again 2 months later. The results were as follows: (a) leader–member liking decreased workplace deviance, (b) leader–member exchange mediated the relationship between leader–member liking and workplace deviance,
and (c) both implicit leadership prototype and implicit followership prototype moderated the relationship between leader–member liking and leader–member exchange. We have revealed the impact of positive emotion on negative workplace behavior and also provided a simple way to approach
the seemingly complex issue of staff management.

We applied role theory to test a theoretical model that explained how and why an implicit prototype match influences employees' proactive behavior in interpersonal contexts. After analyzing the reliability and validity of the variables, we used correlation and regression analyses to
test our hypotheses with 342 participants from enterprises in China. The results show that (a) a stronger implicit prototype match increased employees' proactive behavior, (b) leader–member exchange mediated the relationship between implicit prototype match and proactive behavior, and
(c) leader–member liking (employee's liking for leader and vice versa) moderated the relationship between implicit prototype match and leader–member exchange. Our findings provide theoretical support for implicit prototype theory from the implicit match perspective and have managerial
implications for organizations seeking to improve employees' proactive behavior.