Drawing on social information processing theory, the present study examines how and when leader coaching can be beneficial for team performance. Based on a sample of 58 teams from a sanitary product company in China, we found that peer coaching served as a mediator linking leader coaching and team performance. Moreover, the team individualistic/collectivism value moderated the first-stage relationship that the relationship between leader coaching and peer coaching was more positive when the team individualism value was low, but not significant (...) when the team individualism value was high; while team task interdependence moderated the second-stage relationship that the relationship between peer coaching and team performance was more positive when the team task interdependence was high, but not significant when it was low. The findings enrich our understandings of the effectiveness of leader coaching behavior by uncovering the theoretical mechanism and boundary conditions. The study also provides important implications for coaching practice in organizations. (shrink)

Employees frequently engage in job crafting to better match their jobs with their personal abilities and skills. Compared with its benefits, the potential detrimental consequences of job crafting have received less attention from researchers. Drawing on relative deprivation theory, we examined employees’ potential negative reactions to coworkers’ job crafting. We proposed that coworkers’ job crafting is positively related to employees’ feelings of relative deprivation, thus reducing prosocial behaviors and giving rise to social undermining. We further argued that employees’ zero-sum mindset (...) moderates the relationship between coworkers’ job crafting and employees’ feelings of relative deprivation, such that the relationship is more positive when the zero-sum mindset is high rather than low. Our hypotheses were generally supported by time-lagged data collected from a sample of 313 employees and their leaders from 85 teams. Our findings advance the understanding of the unintended consequences of job crafting in organizations. (shrink)