Kong Zhou
Biographic Data
| ID | 5789006 |
|---|---|
| NAME | Kong Zhou |
| GIVEN NAMES | Kong |
| FAMILY NAME | Zhou |
| SIGNATURE | ZHOU K |
| AFFILIATIONS | Nanjing University of Science and Technology |
| ORCID | 0000-0002-4818-9696 |
| VERIFIED | Yes |
| TOTAL WORKS | 6 |
| TOTAL CITATIONS | 2 |
| WORKS AS AUTHOR | 6 |
| WORKS AS EDITOR | 0 |
| FIRST PUBLICATION YEAR | 2018 |
| LATEST PUBLICATION YEAR | 2025 |
| H-INDEX | 1 |
When invisible eyes undermine proactive efforts
Purpose In recent years, organizations have progressively adopted electronic performance monitoring (EPM) to obtain accurate employee performance data and improve management efficiency in response to the growing complexity of the work environment. However, existing research has primarily focused on examining the effect of EPM on employee behaviors within established job designs, neglecting the consequential role of EPM in shaping employees’ botto…
How narcissism, promotion criteria, and empowering leadership jointly influence creativity through diverse information searching
While narcissism is commonly regarded as a dark personality trait associated with many negative outcomes, it also carries potential benefits. How to suppress the negative aspects of narcissism and promote its benefits has important implications for both scholars and practitioners. This study proposes two managerial practices (i.e. promotions based on relative performance and empowering leadership) that motivate employees with high narcissism to b…
Dynamic relationships between leader–member exchange and employee role-making behaviours
We set out to understand how role-making works and what roles employees and leaders play in this process. Employees often make changes to their work roles, such as by negotiating their job responsibilities and seeking challenging tasks. In this study, we suggest that role-making behaviours influence and are influenced by the dyadic relationship between leaders and employees, otherwise known as leader–member exchange (LMX). We collected three wave…
Promoting employees’ pro‐environmental behaviour through empowering leadership
This study develops a theoretical model to investigate when and why empowering leadership promotes employees’ pro‐environmental behaviour (PEB). Synthesising psychological ownership theory and role identity theory, we propose that empowering leadership positively affects the employees’ PEB and that this relationship is mediated by psychological ownership. Furthermore, we examine the moderating roles of empowerment role identity and environmental …
The mind, the heart, and the leader in times of crisis
Coronavirus disease 2019 (COVID-19) is a disruptive event devastating to the workplace and the global community. Drawing on terror management theory, we develop and test a model that explains how COVID-19-triggered mortality salience influences employees' state anxiety and their responses at and outside work. We conducted an experience sampling method study using employees from an information technology firm in China when COVID-19 was surging the…
The Relationship Between Narcissism and Taking Charge
Drawing on the framework of human energy in organizations, this study proposed a moderated mediation model between narcissism and taking charge, as well as the role of energy at work and the employee’s hierarchy within organizations. A sample of 312 employees at one Chinese manufacturing company suggested that employees with narcissistic personality are more apt to exhibit taking charge at work via their energy at work. In addition, the results a…
When invisible eyes undermine proactive efforts
Purpose In recent years, organizations have progressively adopted electronic performance monitoring (EPM) to obtain accurate employee performance data and improve management efficiency in response to the growing complexity of the work environment. However, existing research has primarily focused on examining the effect of EPM on employee behaviors within established job designs, neglecting the consequential role of EPM in shaping employees’ botto…
Dynamic relationships between leader–member exchange and employee role-making behaviours
We set out to understand how role-making works and what roles employees and leaders play in this process. Employees often make changes to their work roles, such as by negotiating their job responsibilities and seeking challenging tasks. In this study, we suggest that role-making behaviours influence and are influenced by the dyadic relationship between leaders and employees, otherwise known as leader–member exchange (LMX). We collected three wave…
The Relationship Between Narcissism and Taking Charge
Drawing on the framework of human energy in organizations, this study proposed a moderated mediation model between narcissism and taking charge, as well as the role of energy at work and the employee’s hierarchy within organizations. A sample of 312 employees at one Chinese manufacturing company suggested that employees with narcissistic personality are more apt to exhibit taking charge at work via their energy at work. In addition, the results a…
The mind, the heart, and the leader in times of crisis
Coronavirus disease 2019 (COVID-19) is a disruptive event devastating to the workplace and the global community. Drawing on terror management theory, we develop and test a model that explains how COVID-19-triggered mortality salience influences employees' state anxiety and their responses at and outside work. We conducted an experience sampling method study using employees from an information technology firm in China when COVID-19 was surging the…
Promoting employees’ pro‐environmental behaviour through empowering leadership
This study develops a theoretical model to investigate when and why empowering leadership promotes employees’ pro‐environmental behaviour (PEB). Synthesising psychological ownership theory and role identity theory, we propose that empowering leadership positively affects the employees’ PEB and that this relationship is mediated by psychological ownership. Furthermore, we examine the moderating roles of empowerment role identity and environmental …
Dynamic relationships between leader–member exchange and employee role-making behaviours
We set out to understand how role-making works and what roles employees and leaders play in this process. Employees often make changes to their work roles, such as by negotiating their job responsibilities and seeking challenging tasks. In this study, we suggest that role-making behaviours influence and are influenced by the dyadic relationship between leaders and employees, otherwise known as leader–member exchange (LMX). We collected three wave…
When invisible eyes undermine proactive efforts
Purpose In recent years, organizations have progressively adopted electronic performance monitoring (EPM) to obtain accurate employee performance data and improve management efficiency in response to the growing complexity of the work environment. However, existing research has primarily focused on examining the effect of EPM on employee behaviors within established job designs, neglecting the consequential role of EPM in shaping employees’ botto…
How narcissism, promotion criteria, and empowering leadership jointly influence creativity through diverse information searching
While narcissism is commonly regarded as a dark personality trait associated with many negative outcomes, it also carries potential benefits. How to suppress the negative aspects of narcissism and promote its benefits has important implications for both scholars and practitioners. This study proposes two managerial practices (i.e. promotions based on relative performance and empowering leadership) that motivate employees with high narcissism to b…
Political science (6 works) · Psychology (6 works) · Social Psychology (6 works) · Social Psychology (4 works) · Computer Science (3 works) · Economics (3 works) · Job Satisfaction and Organizational Behavior (3 works) · Business (2 works) · Creativity (2 works) · Emotional Intelligence and Performance (2 works)