DESIGN/METHODOLOGY/APPROACH: The proposed model was tested by using multisource data collected across two points in time from final year nursing students and medical dispensers of five nursing colleges of south-Punjab, Pakistan. The model was analyzed with Mplus for random coefficient models for direct effects, mediated moderation, and UCINET for central tendency of creative idea validation.

FINDINGS: It was found that relationship conflicts with co-workers were negatively related to their validation of creative ideas. However, supervisory support and team affective tone independently attenuate the negative effects of relationship conflicts with co-workers and the validation of creative ideas. Positive affective tone emerged as a positive predictor of creative idea validation. Additionally, positive affective tone as affected by supervisory support attenuated the negative relationship between relationship conflicts with co-workers and their validation of creative ideas. Finally, the relationship between relationship conflicts with co-workers and their validation of creative ideas is more positive when both supervisory support and positive affective tone are high, however, low otherwise.

PRACTICAL IMPLICATIONS: This study will help policymakers understand what might be hindering the transfer of creative ideas to influential others (Leaders, Managers, etc.) and what they need to do to enhance the creative pool of their organizations. Although developing an environment that fosters creativity is important for the organizations, developing strategies to manage relationship conflicts related to supervisory support and positive affective tone will help transfer creative ideas to higher offices even when there are dysfunctional conflicts.

METHODS: Nasopharyngeal swabs (NPS) for SARS-CoV-2 RT-PCR and blood for SARS-CoV-2 antibody testing were obtained from staff at a large international school in Qatar at the beginning of the 2020-2021 school year and repeated at the end of the first term.

RESULTS: A total of 376 staff provided samples for testing. At the beginning of the 2020-2021 school year, the PCR positivity for SARS-CoV-2 was 13%, while seropositivity was 30.1%. A majority of those who tested positive either by PCR or serologically, were non-teaching staff. At the end of the first school term four months later, only 3.5% of the initially antibody-negative staff had seroconverted. In multivariable logistic regression analysis, male gender (OR 11.48, 95%CI 4.77-27.64), non-teaching job category (OR 3.09, 95%CI 1.10-8.64), contact with a confirmed case (OR 20.81, 95%CI 2.90-149.18), and presence of symptoms in the preceding 2 weeks [1-2 symptoms OR 4.82, 95%CI 1.79-12.94); ≥3 symptoms OR 42.30, 95%CI 3.76-476.43) independently predicted SARS-CoV-2 infection in school staff before school starting.

DESIGN/METHODOLOGY/APPROACH: The proposed mediated moderation model was tested in two separate studies, study 1 and study 2, with data collected from police officers and employees of Islamic banking respectively, and then analyzed with Mplus for random coefficient models for direct effects, indirect effects, and for mediated moderation.

FINDINGS: It was found that leaders' ambitions may enhance performance pressure on the subordinates, which in turn promotes their cheating behavior. Overall, we found that the traditional view of ambition theory only emphasizes good mechanisms such as motivation. However, to integrate with a social identity perspective, ambition would also cause pressure and pressure rather than motivation. Additionally, leaders' ambitions are more strongly and positively related to the performance pressure and cheating behaviors of employees when subordinates also have high leader identification. The findings of this research suggested that leaders' positive workplace behavior could also spawn subordinates' unethical behaviors.

PRACTICAL IMPLICATIONS: Through this research, we can help policymakers understand that leaders' positive desire in general and ambition, in particular, may not be necessarily associated with subordinates' positive behaviors. Our results revealed that internalized with performance pressure, the leaders' ambition is associated with subordinates' cheating behavior. The findings of this research will help policymakers understand what might be promoting unethical behavior of employees. The cheating behavior of employees is not a singular level phenomenon of subordinates, it could also be triggered by contextual factors. Therefore, in developing policies for reducing the chance of cheating at work, the policymakers should also focus on the contextual factors that might be promoting cheating.

METHODS: Nasopharyngeal swabs (NPS) for RT-PCR and serologic testing for SARS-CoV-2 were performed on mortuary and cemetery workers in Qatar. Data on specific job duties, living conditions, contact history, and clinical course were gathered. Environmental sampling was carried out to explore any association with infection. Logistic regression analysis was used to determine the factors associated with infection.

RESULTS: Forty-seven mortuary workers provided an NPS and seven (14.9%) were PCR positive; 32 provided a blood sample and eight (25%) were antibody positive, six (75%) who were seropositive were also PCR positive. Among the 81 cemetery workers, 76 provided an NPS and five (6.6%) were PCR positive; 64 provided a blood sample and 22 (34.4%) were antibody positive, three (13.6%) who were seropositive were also PCR positive. Three (22.2%) and 20 (83.3%) of the infected mortuary and cemetery workers were asymptomatic, respectively. Age <30 years (OR 4.9, 95% CI 1.7-14.6), community exposure with a known case (OR 4.7, 95% CI 1.7-13.3), and presence of symptoms in the preceding 2 weeks (OR 9.0, 95% CI 1.9-42.0) were independently associated with an increased risk of infection (PCR or antibody positive). Of the 46 environmental and surface samples, all were negative or had a Ct value of >35.