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Purpose– This paper aims to advance the literature by testing the boundary of this relationship with reference to a key construct in employee performance in the service domain: employee customer orientation. Organizational identification refers to employees' perceived oneness and belongingness to their work organization, and has been argued to be associated with higher employee performance.Design/methodology/approach– Data were collected based on a sample of call center service workers. Employees rated their organizational identification, customer orientation and personality traits. Supervisors independently rated their subordinates' performance. Variables statistic tools were used to analyze the data and test a series of hypotheses.Findings– It was found that customer orientation strengthens the relationship between organizational identification and service workers' job performance, and it enhances the mediating effect of organizational identification on the relationship between service workers' personality trait (i.e. agreeableness) and their performance.Originality/value– This research advances an argument that employee customer orientation moderates the relationship between employee organizational identification and employee job performance in the call center service provision domain. In addition, this is a pioneering study examining the roles of personality traits on employee organizational identification.

This study examines whether follower characteristics moderate the relationship between transformational leadership and follower work engagement. Data were collected from 140 followers and their 48 supervisors from a diverse range of industries in South Africa. Hierarchical linear modeling results show that follower characteristics moderate the positive relationship between transformational leadership and follower work engagement. More specifically, transformational leadership has a more positive effect on follower work engagement when follower characteristics are more positive. Implications of the findings for theory, research, and practice are discussed.

This chapter reviews the different theoretical perspectives and measurements of ethics‐related leadership models, including ethical leadership, transformational leadership, authentic leadership, servant leadership, spiritual leadership, and a virtues‐based approach to leadership ethics. The similarities and differences among these theoretical models and measures to ethics‐related leadership are discussed.

PurposeThe purpose of this paper is to examine the roles of one's original family and current family in influencing his or her entering entrepreneurial endeavors. Specifically, individuals' original family is also crucial for entrepreneurship, which has been neglected by prior studies to a large extent. Moreover, the authors argue that a good marital relationship between two parents within the original family could facilitate an entrepreneurial spirit by providing better family support, whereas a good relationship with one's life partner or spouse within their current family could also increase the likelihood of entrepreneurial activities through reducing work stress.Design/methodology/approachThe authors use two archival data sets: National Longitudinal Survey of Youth 1997 and 2013 Global Entrepreneurship Monitor Adult Population Survey to test whether a harmonious relationship between two parents or with life partner/spouse could encourage individuals to become an entrepreneur and whether family support and work conflict mediate such a relationship.FindingsThis study found that parents' relationship in one's adolescence provides individuals with more support, which leads to more entrepreneurial endeavors, whereas the conflicts between two parents will reduce their likelihood of initiating entrepreneurial activities. Besides, a good relationship with one's life partner/spouse can release his/her work stress, which is also important for entrepreneurship development.Originality/valueDifferent from the extant related research that focuses more on on-site predictors of entrepreneurship, the current study proposes factors from other life domains, including those in one's adolescence, that can also influence and change individuals' choice of entrepreneurial activities throughout their entire life. Harmonious family relationships (i.e. fewer family conflicts) are important for one to start a business, and family conflicts can reduce the likelihood of choosing entrepreneurship as the main occupation.

Although much research has been done on employee collective identification with the organization and the work unit, the role of followers' personal identification with the leader in followers' work outcomes has not been fully examined. Drawing on research on transformational leadership and social identity theory, the authors examined a partial nomological network of personal identification with the leader and its mediating effects. Results show that transformational leadership was positively related to personal identification with the leader, which was significantly associated with followers' innovativeness, affective organizational commitment, and turnover intention. In addition, personal identification with the leader significantly mediated the relationships of transformational leadership with followers' affective organizational commitment and turnover intention. Although personal identification with the leader did not significantly mediate the relationship between transformational leadership and followers' work outcomes, transformational leaders might indirectly increase followers' innovativeness through gaining followers' personal identification.

PurposeOn the basis of theories of social cognition and moral identity and the meta-theoretical principle of "too-much-of-a-good-thing," the purpose of this study is to develop and test a model that explains when and why leader honesty/humility promotes subordinate organizational citizenship behavior directed at individuals (OCBI) as mediated through subordinate moral identity centrality.Design/methodology/approachIn this field study, with online surveys, multisource data were collected from 218 United States Air Force officers and their subordinates. Data were analyzed with MEDCURVE SPSS macro tools.FindingsA nonlinear indirect effect of leader honesty/humility on subordinate OCBI through subordinate moral identity centrality was found. This conditional indirect effect occurred through a curvilinear (inverted U-shape) relationship between leader honesty/humility and subordinate moral identity centrality and a positive linear relationship between subordinate moral identity centrality and OCBI.Research limitations/implicationsCross-sectional data were collected. Future research might replicate findings using experimental and longitudinal designs.Practical implicationsRecruiting and selecting leaders who possess a moderate level of honesty/humility may serve as the first step in producing prosocial behavior during social interactions with subordinates.Originality/valueThis study extends the literature on character and leadership by applying the too-much-of-a-good-thing principle to empirically test the complex nature of the relationship between leader honesty/humility and subordinate OCBI as mediated through subordinate moral identity centrality.