Xin-An Zhang

This research examines the effect of an individual difference variable that reflects the extent to which one desires positive evaluations from others—that is, face consciousness on consumer energy-saving behavior—as well as the mechanism through which the effect occurs and conditions under which it varies. Drawing upon the means-end theory of lifestyles, we propose that face consciousness increases a status-seeking lifestyle and thus decreases energy-saving behavior. Moreover, the negative relationship between status-seeking lifestyle and energy-saving behavior is contingent upon a perceived seriousness of environmental problems and perceived environmental responsibility, such that the indirect and negative effect of such face consciousness is stronger for consumers who perceive less serious environmental problems and less environmental responsibility. Results from an experimental study and a field study using samples of Chinese consumers provide consistent evidence for the hypothesized model. Theoretical and practical implications for energy-saving behavior are also discussed.

Although the ethical aspects of transformational leadership have attracted considerable attention, very little is known about followers’ reactions to the moral and immoral conduct of transformational leaders. Against this background, this study examined whether and how transformational leadership interacts with moral and authoritarian leadership behaviors in predicting followers’ in-role and extra-role efforts. Building on attribution theory, we hypothesized that the positive and negative effects of these leadership behaviors would be particularly pronounced for highly transformational leaders given that this leadership style elicits strong attention and sense-making efforts among followers. We tested our model in a sample of 228 individuals comprising 114 leader–follower dyads from a wide range of organizations and industries. In line with our hypotheses, results revealed that for highly transformational leaders, moral leadership behaviors related positively to employees’ in-role and extra-role efforts whereas authoritarian leadership behaviors related negatively to employees’ in-role and extra-role efforts. In contrast, moral and authoritarian leadership behaviors did not significantly affect followers’ reactions to leaders low in transformational leadership. Taken together, these findings suggest that transformational leadership, contrary to its largely positive perception in the literature, can be a rather mixed blessing. Implications for theory, future research, and managerial practice are discussed