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The current study, which is based on social learning theory and social cognitive theory, intends to investigate the impact of entrepreneurial leadership on employee creativity at both the individual and team levels. In particular, the authors predict a mediating mechanism at both levels: employees’ entrepreneurial self-efficacy. Further, the authors consider whether the climate of support for innovation is a contextual element affecting the relationship between employees’ perceptions of entrepreneurial leadership and their own entrepreneurial self-efficacy.

The research hypotheses were tested using multilevel structural equation modeling on 191 employees nested in 49 entrepreneurial ventures in China.

The results indicated that entrepreneurial leadership positively correlates with employee creativity at individual level. Moreover, this study found that individual followers’ entrepreneurial self-efficacy partially mediates the association between individual perceptions of entrepreneurial leadership and employee creativity, whereas team members’ entrepreneurial self-efficacy fully mediates the association between team members’ perceptions of supervisors’ entrepreneurial leadership and employee creativity. Further, this research demonstrates the role of team-level climate of support for innovation as a boundary condition that strengthens the effect of entrepreneurial leadership on individual entrepreneurial self-efficacy.

Considering entrepreneurial self-efficacy to be a type of entrepreneurial context-specific self-efficacy, this study presents one of the first empirical examples of the mediating function of entrepreneurial self-efficacy in the association between entrepreneurial leadership and employee creativity. Additionally, this research demonstrates the role of team-level climate of support for innovation as a boundary condition that strengthens the effect of entrepreneurial leadership on individual entrepreneurial self-efficacy. Further, this study provides a methodological contribution by simultaneously assessing all three variables of the mediation process at the individual and team levels: entrepreneurial leadership, entrepreneurial self-efficacy and employee creativity.

The purpose of this paper is to investigate the consequences of experiencing social isolation in a context of dirty work. Relying on an integration of the job demands-resources model (Schaufeli and Bakker, 2004) with the social identity approach (Ashforth and Kreiner, 1999), the paper posits that perceived social isolation prevents the development of defense mechanisms that could counter the occupational stigma, and thus tends to increase perceptions of stigmatization, and to decrease perceptions of the prosocial impact of their work. Through these two perceptions, perceived social isolation indirectly affects emotional exhaustion and work engagement.

Research hypotheses are tested among a sample of 195 workers in the commercial cleaning industry who execute physically tainted tasks.

Results support the research model. Perceived prosocial impact mediates the negative relationship between perceived social isolation and work engagement, and perceived stigmatization mediates the positive relationship between perceived social isolation and emotional exhaustion.

This research contributes to the dirty work literature by empirically examining one of its implicit assumptions, namely, that social isolation prevents the development of coping strategies. It also contributes to the literature on well-being and work engagement by demonstrating how they are affected by the social context of work.

The present paper is the first to study the specific challenges of social isolation in dirty work occupations and its consequences.

The purpose of this paper is to explore the concept of occupational disidentification through the lens of conservation of resources (COR) theory (Hobfoll, 1989, 1998). Occupational disidentification is conceptualized as a coping strategy, or an investment of resources to cope with poor perceived prestige of the occupation, which represents a threat to an individual’s resource: one’s self-esteem. However, occupational disidentification, as an avoidance coping strategy, generates a loss of cognitive and emotional resources leading to emotional exhaustion and, in turn, departure from the organization.

The research hypotheses are tested among two samples of employees working in health and social services (Study 1, N=544), and in home care services (Study 2, N=113). Measures of employees’ attitudes were collected at the same time, and turnover was collected 18 months (Study 1) and 12 months (Study 2) later.

Research hypotheses are all supported. Occupational disidentification partially mediates the occupational prestige-emotional exhaustion relationship, and emotional exhaustion partially mediates the occupational disidentification-turnover intention relationship. Perceived organizational support moderates the negative relationship between perceived occupational prestige and occupational disidentification.

The main contribution of this study is the conceptualization of occupational disidentification within the theoretical framework of COR. In that vein, the study provides: a deeper understanding of the mechanisms explaining and buffering occupational disidentification, and empirical evidence of the key role of emotional exhaustion to explain the consequences of occupational disidentification.

This study sought to test two competing sets of hypotheses derived from two different theoretical perspectives regarding (1) the effects of leader–follower similarity and dissimilarity in psychological resilience on the follower's absenteeism in times of organizational crisis and (2) the moderating effect of relational demography (gender and age similarity) in these relationships.

Polynomial regression and response surface analysis were performed using data from 510 followers and 149 supervisors in a financial firm in Canada.

The results overall support the similarity–attraction perspective, but not the resource complementarity perspective. Dissimilarity in resilience was predictive of followers' absenteeism, and similarity in surface-level conditions (gender and age) attenuates the relational burdens triggered by resilience discrepancy.

The findings reiterate the importance of developing employees' resilience, while shedding light on the importance for managers of being aware of their potential misalignment with subordinates resilience.

The results (1) suggest that it is the actual (di)similarity with the leader, rather than leader's degree of resilience, that shapes followers' absenteeism and (2) add nuance to the resilience literature.