Studies of perfectionism in the workplace have yet to clarify the effects of supervisors’ other-oriented perfectionism on their subordinates. Therefore, this study tested the hypothesis that supervisors’ other-oriented perfectionism affects subordinates’ perfectionism and indirectly affects their task performance and psychological distress. We also examined whether these relationships are moderated by length of tenure and proactive behavior. The results of the analysis revealed the following. First, supervisors’ other-oriented perfectionism positively affected subordinates’ perfectionism. Second, we found that supervisors’ other-oriented perfectionism has a positive indirect effect on task performance and a negative indirect effect on psychological distress through subordinates’ perfectionist efforts. Conversely, there is a negative indirect impact on task performance and an indirect positive impact on psychological distress through perfectionist concerns. Third, we find that most of these relationships were strengthened within three years of employees’ tenure with the company, and the effects of psychological distress through perfectionist concerns were found to be weakened by job-change negotiating. This study extends workplace perfectionism research by examining the effects of supervisors’ other-oriented perfectionism on subordinates’ perfectionism.

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Based on the Selective Optimization with Compensation (SOC) model and the Socioemotional Selectivity Theory (SST), it is known that older employees use job crafting tactics to achieve a better fit between their job and their declining physical and cognitive competence or changing work orientation. In our study we examined the other theoretical background for older employees’ job crafting as an adaptive behavior through the identity perspective. Based on identity threat theory and role transition theory, it was hypothesized that identity threat and time elapsed since involuntary role transition would moderate the effect of empowering leadership on job crafting. A two-wave research design was used to test this hypothesis, and the results indicated that empowering leadership had a stronger effect on job crafting in the first year after the demotion, particularly when employees experienced higher levels of perceived identity threat. The supplementary effect of empowering leadership on psychological and social resources for job crafting was discussed as an implication.

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This study aimed to examine the impact of the autonomous aspects (APM) of mentors’ prosocial motivation (PM) for the mentoring function distinguishing between formal and informal mentors. The survey was conducted on regular employees between ages 24 to 55, with mentoring experience. First, a new scale was developed to capture the entire mentoring function, including the process. Participants were then divided into two groups: formal mentors (n=159) and informal mentors (n=180). A path analysis with structural analysis of covariance between the APM and mentoring function was conducted for each group. The results show that there are differences in the impact of formal and informal mentor APMs on the mentoring function. Theoretical implications suggest that we were able to incorporate a mentor-protégé interaction perspective and that process into the mentoring function scale and to verify the differential impact of APMs on formal and informal mentoring.

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This study focuses on authentic leadership by department leaders’ as a factor that enhances organizational creativity, which is essential for the sustainable growth and development of companies. It examines the possibility that authentic leadership can be developed through leaders’ cross-border learning and clarifies how leaders’ authentic leadership acts on organizational creativity. In this study, a sample of 119 executives and managers obtained from a questionnaire survey administered to a total of 138 executives and managers working in Japanese firms is included in the analysis. The following three findings were revealed through the results of the quantitative survey: First, leaders’ cross-border learning was positively related to leaders’ authentic leadership. Second, between “multi-dimensional thinking” which one dimension of authentic leadership and organizational creativity was significantly positive association. Third, the relationship between leaders’ cross-border learning and organizational creativity was partially mediated by “multi-dimensional thinking”. These results suggest that leaders’ cross-border learning is an effective means of positively influencing leaders’ authentic leadership and the organizational creativity.

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