Mingpeng Huang

Biographic Data

ID5790760
NAMEMingpeng Huang
GIVEN NAMESMingpeng
FAMILY NAMEHuang
SIGNATUREHUANG M
AFFILIATIONSUniversity of International Business and Economics
ORCID0000-0003-2295-8247
VERIFIEDYes
TOTAL WORKS10
TOTAL CITATIONS9
WORKS AS AUTHOR10
WORKS AS EDITOR0
FIRST PUBLICATION YEAR2013
LATEST PUBLICATION YEAR2025
H-INDEX2

  • An Actor‐Centric Perspective on the Dark Side of High Performance

    Open AccessMin Cui, Mingpeng Huang et al.ARTICLEInternational Journal of Psychology2025

    The existing literature on job performance has largely neglected its effects on focal employees' behaviours. Taking an actor‐centric perspective and drawing upon self‐perception theory, this study explores whether, how, and when employee performance relates to unethical behaviour. Across two studies—a scenario‐based experiment (Study 1) and a multi‐wave field study (Study 2)—we test hypotheses (Study 2) and establish causality (Study 1). Specific…

  • The impact of human interviewers versus AI interviewers on applicant self‐efficacy and offer acceptance

    Open AccessMin Cui, Zhengqiao Chen et al.ARTICLEAsian Journal Of Social Psychology2025

    AI‐based recruitment interviews are increasingly prevalent in many companies. However, our understanding of AI interviews remains limited. Drawing upon social information processing theory, we propose that, compared to successfully passing a human interview, passing an AI interview may reduce applicants' self‐efficacy while decreasing their likelihood of accepting a job offer. Moreover, we propose the relationship is stronger for female applicant…

  • The present may not be pretty

    Open AccessGuangdi Tian, Mingpeng Huang et al.ARTICLECurrent Psychology2024

  • Employee Humor Can Shield Them from Abusive Supervision

    Open AccessMingpeng Huang, Dong Ju et al.ARTICLEJournal of Business Ethics2023

  • Entering an upward spiral

    Open AccessChen Chen, Xin Qin et al.ARTICLEJournal of Organizational Behavior2021Cited by: 4References: 14

    Research on abusive supervision that adopts an actor‐centric perspective has found that abusive acts have immediate cognitive and affective consequences for supervisors. Less immediate consequences are also possible when perpetrators engage in later sensemaking by talking with others about their actions that violated interpersonal norms. In this research, we explore whether, how, and when abusive supervision talk may affect supervisors' subsequen…

  • The double-edged sword of leader humility

    Xin Qin, Chen Chen et al.ARTICLEJournal of Applied Psychology2020

    Extant research has uniformly demonstrated that leader humility is beneficial for subordinates, teams, and even organizations. Drawing upon attribution theory, we challenge this prevailing conclusion by identifying a potential dark side of leader humility and suggesting that leader humility can be a mixed blessing. We propose that the effects of leader humility hinge on subordinates' attributions of such humble behavior. On the one hand, when sub…

  • The Short-lived Benefits of Abusive Supervisory Behavior for Actors

    Xin Qin, Mingpeng Huang et al.ARTICLEAcademy of Management Journal2018

    Although empirical evidence has accumulated showing that abusive supervision has devastating effects on subordinates’ work attitudes and outcomes, knowledge about how such behavior impacts supervisors who exhibit it is limited. Drawing upon conservation of resources theory, we develop and test a model that specifies how and when engaging in abusive supervisory behavior has immediate benefits for supervisors. Via two experiments and a multi-wave d…

  • From Empowerment to Multilevel Creativity

    Open AccessRan Li, Hui Wang et al.ARTICLEJournal of Leadership &…2018References: 10

    Employees’ perception of their intrateam status plays an important role in the leader–member interaction process. Combining relational fairness theory and status theory, the present study reveals how leadership empowerment behavior (LEB) affects employee and team creativity. Specifically, we propose that LEB may increase employee creativity by elevating employee self-perceived status and enhance team creativity through fostering a feedback-seekin…

  • Ethical leadership, but toward whom? How moral identity congruence shapes the ethical treatment of employees

    Open AccessXin Qin, Mingpeng Huang et al.ARTICLEHuman Relations2018Cited by: 5References: 89

    Ethical leadership exerts a powerful influence on employees, and most studies share a basic premise that leaders display the same level of ethical leadership to all subordinates. However, we challenge this assumption and suggest that subordinates’ characteristics and supervisors’ characteristics may jointly influence supervisor ethical leadership behavior. Drawing upon research on person–supervisor fit and moral identity, we explore the questions…

  • Dual Motives of Harmony and Negotiation Outcomes in an Integrative Negotiation

    Zhixue Zhang, Jingjing Yao et al.ARTICLEActa Psychologica Sinica2013

    摘要: 人们追求人际和谐的动机具有双重性, 一方面是为了促进和谐, 另一方面是为了避免破裂, 两种动机驱使人们在面对冲突时采取不一样的应对策略。那么, 谈判作为一种与冲突密不可分的情境, 谈判者的和谐的动机将会对他们的谈判结果产生什么影响呢?本研究整合和谐动机和谈判两方面的文献, 探讨了在整合性谈判中两种不同的和谐动机与谈判者的行为以及谈判结果之间的关系。研究结果表明, 1)在个体层面上, 谈判者的促进和谐动机与其个体收益以及对谈判双方关系的评价正相关, 而避免破裂动机与其个体收益以及对谈判双方关系的评价负相关; 2)在谈判对子层面上, 谈判双方总体的促进和谐与谈判双方的联合收益正相关。本研究不仅进一步论证了和谐动机的概念效度, 而且从理论上论证了和谐动机与谈判的关系, 对于谈判者具有实践意义