1
|
Davis EB, Barneche K, Aten JD, Shannonhouse LR, Wang DC, Van Tongeren DR, Davis DE, Hook JN, Chen ZJ, Lefevor GT, McElroy-Heltzel SE, Elick EL, Van Grinsven L, Lacey EK, Brandys TR, Sarpong PK, Osteen SA, Shepardson K. The multilevel correlates, contributions, and consequences of leader humility in humanitarian aid work. Front Psychol 2023; 14:1188109. [PMID: 38152564 PMCID: PMC10751791 DOI: 10.3389/fpsyg.2023.1188109] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 03/16/2023] [Accepted: 11/13/2023] [Indexed: 12/29/2023] Open
Abstract
Objective Leader humility has been linked to many positive outcomes but not examined in humanitarian aid work. Three studies examined the multilevel correlates, contributions, and consequences of leader humility in Medair-a large, multinational, faith-based aid organization. Study 1 examined correlates of leader humility in a sample of 308 workers and 167 leaders. Study 2 explored multilevel contributions of leader humility in 96 teams comprised of 189 workers. Study 3 utilized a subsample (50 workers, 34 leaders) to explore consequences of Time 1 leader and team humility on outcomes 6 months later. Method Participants completed measures of humility (general, relational, team), leader and team attributions (e.g., effectiveness, cohesion, and growth-mindedness), organizational outcomes (e.g., job engagement and satisfaction; worker and team performance), and psychological outcomes (e.g., depression, anxiety, compassion satisfaction, and flourishing). Results Leader and team humility contributed to multilevel positive attributions about leaders (as effective and impactful), teams (as cohesive, psychologically safe, and growth-minded), and oneself (as humble), and those attributions contributed to organizational and psychological outcomes. Teams' shared attributions of their leader's humility contributed to higher worker job satisfaction and team performance. Longitudinally, for workers and leaders, leader and team humility were associated with some positive organizational and psychological outcomes over time. Conclusion In humanitarian organizations, leader humility seems to act as an attributional and motivational social contagion that affects aid personnel's positive attributions about their leaders, teams, and themselves. In turn, these multilevel positive attributions contribute to several positive team, organizational, and psychological outcomes among workers and leaders.
Collapse
Affiliation(s)
- Edward B. Davis
- School of Psychology, Counseling, and Family Therapy, Wheaton College, Wheaton, IL, United States
| | | | - Jamie D. Aten
- Humanitarian Disaster Institute, Wheaton College, Wheaton, IL, United States
| | - Laura R. Shannonhouse
- Department of Counseling and Psychological Services, Georgia State University, Atlanta, GA, United States
| | - David C. Wang
- School of Psychology and Marriage and Family Therapy, Fuller Theological Seminary, Pasadena, CA, United States
| | | | - Don E. Davis
- Department of Counseling and Psychological Services, Georgia State University, Atlanta, GA, United States
| | - Joshua N. Hook
- Psychology Department, University of North Texas, Denton, TX, United States
| | - Zhuo Job Chen
- School of Nursing, University of North Carolina at Charlotte, Charlotte, NC, United States
| | - G. Tyler Lefevor
- Department of Psychology, Utah State University, Logan, UT, United States
| | - Stacey E. McElroy-Heltzel
- Department of Psychological and Quantitative Foundations, University of Iowa, Iowa City, IA, United States
| | - Emilie L. Elick
- School of Psychology, Counseling, and Family Therapy, Wheaton College, Wheaton, IL, United States
| | - Leif Van Grinsven
- School of Psychology, Counseling, and Family Therapy, Wheaton College, Wheaton, IL, United States
| | - Ethan K. Lacey
- School of Psychology, Counseling, and Family Therapy, Wheaton College, Wheaton, IL, United States
| | - Tyler R. Brandys
- School of Psychology, Counseling, and Family Therapy, Wheaton College, Wheaton, IL, United States
| | - Philip K. Sarpong
- School of Psychology, Counseling, and Family Therapy, Wheaton College, Wheaton, IL, United States
| | - Sophia A. Osteen
- School of Psychology, Counseling, and Family Therapy, Wheaton College, Wheaton, IL, United States
| | - Kati Shepardson
- School of Psychology, Counseling, and Family Therapy, Wheaton College, Wheaton, IL, United States
| |
Collapse
|
2
|
Elsamani Y, Mejia C, Kajikawa Y. Employee well-being and innovativeness: A multi-level conceptual framework based on citation network analysis and data mining techniques. PLoS One 2023; 18:e0280005. [PMID: 36608048 PMCID: PMC9821520 DOI: 10.1371/journal.pone.0280005] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [MESH Headings] [Grants] [Track Full Text] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 07/08/2022] [Accepted: 12/19/2022] [Indexed: 01/07/2023] Open
Abstract
This study proposes a multilevel conceptual framework for a deeper understanding of the relationship between employee well-being and innovativeness. We overview 49 years of well-being research [1972-2021] and 54 years of research on innovativeness [1967-2021] to uncover 24 dominant themes in well-being and ten primary topics in innovativeness research. Citation network analysis and text semantic similarity were used to develop a conceptual framework featuring 21 components and three levels: individual, organizational, and market. These components consist of constructs, domains, and factors that can influence or be influenced by employee well-being and innovativeness either directly or indirectly. This is the first study to use citation network analysis and data mining techniques to investigate the relationship between employee well-being and innovativeness. This novel framework can aid organizations in identifying more holistic and efficient strategies for fostering innovativeness and enhancing the well-being of their workforce. It can also assist in developing new theories and serve as a roadmap for future research. We discuss the research limitations and theoretical and practical implications and propose three research themes that future studies may address.
Collapse
Affiliation(s)
- Yousif Elsamani
- Department of Innovation Science, School of Environment & Society, Tokyo Institute of Technology, Tokyo, Japan
- * E-mail: ,
| | - Cristian Mejia
- Department of Innovation Science, School of Environment & Society, Tokyo Institute of Technology, Tokyo, Japan
| | - Yuya Kajikawa
- Department of Innovation Science, School of Environment & Society, Tokyo Institute of Technology, Tokyo, Japan
- Institute for Future Initiatives, The University of Tokyo, Tokyo, Japan
| |
Collapse
|
3
|
Ding C, Deng L, Yang J, Chai J. How do idiosyncratic deals influence innovation performance? From the perspective of coworker. Front Psychol 2022; 13:1091613. [PMID: 36619125 PMCID: PMC9816476 DOI: 10.3389/fpsyg.2022.1091613] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 11/07/2022] [Accepted: 12/02/2022] [Indexed: 12/25/2022] Open
Abstract
In the hypercompetitive marketplace, contemporary organizations incorporate the diversity of talents into job design (i.e., offering idiosyncratic deals), in order to meet the unique needs of talented employees and achieve the purpose of attracting, motivating, and retaining them. Based on the cognitive-affective processing system framework, this study aims to explore the effect of coworkers' perceptions of employees' idiosyncratic deals (CPEID) on coworker innovation performance, the mediating role of thriving at work, and the moderating role of humility. Two-wave data were obtained from 248 employees of 15 China firms. The findings suggest that (a) CPEID increase coworker innovation performance by fostering coworker learning; (b) CPEID decrease coworker innovation performance by undermining coworker vitality; (c) Coworker humility not only positively moderates the relationship between CPEID and coworker learning, but also positively moderates the indirect effect of coworker learning between CPEID and coworker innovation performance; and (d) the moderating role of coworker humility is not significant in the relationship between CPEID and coworker vitality. This study provides a theoretical explanation for whether CPEID have both positive and negative effects on coworker innovation performance, and extends boundary conditions of idiosyncratic deals (i-deals). Besides, the findings inspire managers to make reasonable use of the positive role of i-deals.
Collapse
Affiliation(s)
- Chen Ding
- School of Business, Nanjing University, Nanjing, China
| | - Lingxiao Deng
- AIEN Institute, Shanghai Ocean University, Shanghai, China
| | - Jing Yang
- School of Public Administration and Policy, South China University of Technology, Guangzhou, China
| | - Jiayun Chai
- School of Business, Jiangxi Normal University, Nanchang, China,*Correspondence: Jiayun Chai,
| |
Collapse
|
4
|
Luo Y, Zhang Z, Chen Q, Zhang K, Wang Y, Peng J. Humble leadership and its outcomes: A meta-analysis. Front Psychol 2022; 13:980322. [PMID: 36619057 PMCID: PMC9811147 DOI: 10.3389/fpsyg.2022.980322] [Citation(s) in RCA: 2] [Impact Index Per Article: 1.0] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 06/28/2022] [Accepted: 11/29/2022] [Indexed: 12/24/2022] Open
Abstract
The importance of humble leadership has garnered attention from both researchers and practitioners. Unfortunately, despite the accumulation of recent findings on the effects of leader humility, a quantitative review remains scant. In addressing this void, this study is among the first to conduct a meta-analytic review of humble leadership and its outcomes. Eighty-four correlations (N = 16,534) from 53 independent studies are synthesized. The authors found that: (a) humble leadership is positively related to affective commitment (ρ = 0.56), affective trust (ρ = 0.62), creativity (ρ = 0.39), engagement (ρ = 0.40), leader-member exchange (LMX) (ρ = 0.58), job satisfaction (ρ = 0.51), organizational identification (ρ = 0.48), psychological empowerment (ρ = 0.33), self-efficacy (ρ = 0.24), task performance (ρ = 0.33), and voice (ρ = 0.34); and that (b) humble leadership contributes a significant incremental variance beyond transformational, servant, and ethical leadership in several crucial criterion variables, providing solid evidence for the construct's uniqueness. However, humble leadership does not explain incremental variance in some criterion variables, indicating that future studies should control for the influence of some positive leadership (e.g., transformational and servant leadership). Age, gender, study design, country, and year partially moderate the correlations of interest. We discuss our findings with caution and propose future research directions.
Collapse
|
5
|
Zeng J, Lai J, Liu X. How servant leadership motivates young university teachers’ workplace well-being: The role of occupational commitment and risk perception. Front Psychol 2022; 13:996497. [PMID: 36275314 PMCID: PMC9583247 DOI: 10.3389/fpsyg.2022.996497] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 07/17/2022] [Accepted: 09/15/2022] [Indexed: 11/21/2022] Open
Abstract
Drawing on the integration of social exchange theory and situational power theory, this paper explores the effect of servant leadership on young university teachers’ workplace well-being and explores the mediating effect of occupational commitment and the moderating effect of risk perception on the indirect effects of servant leadership on workplace well-being. A questionnaire was distributed using the Questionnaire Star online questionnaire platform and a two-wave time-lagged design was used to collect 215 survey samples of young teachers from Chinese higher education institutions. SPSS 23.0 was used to test the hypothesized relationship between the variables. Results revealed that servant leadership was positively related to young university teachers’ workplace well-being. Occupational commitment plays a partial mediating role in linking servant leadership and young university teachers’ workplace well-being. Risk perception plays a moderating role in the indirect relationship between servant leadership, occupational commitment, and workplace well-being. When risk perception has a low level, the mediating effect of occupational commitment is stronger.
Collapse
Affiliation(s)
- Jianji Zeng
- School of Medical Business, Guangdong Pharmaceutical University, Guangzhou, China
- *Correspondence: Jianji Zeng,
| | - Jiahui Lai
- School of Pharmacy, Guangdong Pharmaceutical University, Guangzhou, China
| | - Xiaofan Liu
- School of Pharmacy, Guangdong Pharmaceutical University, Guangzhou, China
| |
Collapse
|
6
|
Cheng J, Zhang L, Lin Y, Guo H, Zhang S. Enhancing employee wellbeing by ethical leadership in the construction industry: The role of perceived organizational support. Front Public Health 2022; 10:935557. [PMID: 36187660 PMCID: PMC9525130 DOI: 10.3389/fpubh.2022.935557] [Citation(s) in RCA: 2] [Impact Index Per Article: 1.0] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 05/04/2022] [Accepted: 08/29/2022] [Indexed: 01/25/2023] Open
Abstract
Employee wellbeing is a crucial determinant in overall organizational performance. However, in the construction Industry, it is damaged by hazardous and stressful work environment. This study aims to explore how ethical leadership influences and thus could enhance employee wellbeing through perceived organizational support (POS). We proposed several hypotheses and developed the research framework accordingly. To test the hypotheses, an elaborately designed survey was used to collect quantitative data from 194 employees in the construction companies in China. Our results show that ethical leadership is positively related to the employee wellbeing. This study further reveals a remarkable indirect effect of ethical leadership on employee wellbeing via the mediating POS. Consequently, our findings suggest that, to enhance employee wellbeing, ethical leaders can develop a relaxing ethical environment and provide sufficient organizational support to the employees.
Collapse
Affiliation(s)
- Jiajia Cheng
- School of Economics and Management, Nanjing Tech University, Nanjing, China
| | - Lianying Zhang
- College of Management and Economics, Tianjin University, Tianjin, China,*Correspondence: Lianying Zhang
| | - Yuan Lin
- MCC Huatian Engineering & Technology Corporation, Nanjing, China
| | - Haiyan Guo
- School of Management, Tianjin University of Commerce, Tianjin, China
| | - Shaoping Zhang
- Department of Civil Engineering, Jiangxi Institute of Construction, Nanchang, China
| |
Collapse
|
7
|
Li X, Zhang J. Authentic leadership, perceived insider status, error management climate, and employee resilience: A cross-level study. Front Psychol 2022; 13:938878. [PMID: 36160505 PMCID: PMC9501846 DOI: 10.3389/fpsyg.2022.938878] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 05/08/2022] [Accepted: 08/19/2022] [Indexed: 12/02/2022] Open
Abstract
Employee resilience is of great significance for organizations to resist pressures, overcome crises, and achieve sustainable development. However, existing research has largely failed to explore its situational triggers. Drawing on social information processing theory and social exchange theory, a cross-level study was conducted to theorize the underlying mechanisms through which authentic leadership facilitates employee resilience. Based on a two-wave time-lagged design, the data were obtained from 85 team leaders and 417 employees in China. The results of the cross-level model showed that authentic leadership was positively related to employee resilience. Perceived insider status and error management climate both played a partial mediating role in linking authentic leadership and employee resilience. Error management climate positively moderated the relationship between perceived insider status and employee resilience. This paper not only contributes to revealing the cross-level effect of authentic leadership on employee resilience but also provides some managerial practices.
Collapse
|
8
|
Hadmar AS, Hendryadi H, Suratna S, Karyatun S. Leader Humility, Sense of Power, and Interpersonal Deviance Relationship Model in the Bureaucratic Culture. FRONTIERS IN SOCIOLOGY 2022; 7:929543. [PMID: 35874446 PMCID: PMC9305304 DOI: 10.3389/fsoc.2022.929543] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Figures] [Subscribe] [Scholar Register] [Received: 04/27/2022] [Accepted: 06/20/2022] [Indexed: 06/15/2023]
Abstract
PURPOSE Drawing on the approach-inhibition theory of power and the containment theory of control-we propose a relationship model of leader humility, sense of power, and interpersonal deviance, by placing bureaucratic culture as a boundary condition. DESIGN/METHODOLOGY/APPROACH Using a moderated mediation model, this study applies hierarchical regression and bootstrapping analyses to data obtained from online questionnaire responses of 428 employees from various sectors in Indonesia. FINDINGS The results reveal a positive relationship between leader humility and employees perceptions of the sense of power, as well as between the sense of power to interpersonal deviance. In addition, we confirmed the mediating role of the sense of power on the relationship between leader humility and interpersonal deviant. Bureaucratic culture has been confirmed to moderate the relationship between a sense of power and interpersonal deviance. PRACTICAL IMPLICATIONS Companies can provide leadership training to leaders to convey to them when and where to demonstrate humility. Furthermore, the effectiveness of leaders' humility can be increased and their sense of power and interpersonal deviance reduced if the company adopts a low-level bureaucratic culture. ORIGINALITY/VALUE The current study contributes to the extant literature by revealing the moderating effects of bureaucratic culture on the relationship between the sense of power and interpersonal deviance, clarifying how, and when employees' sense of power stimulates interpersonal deviance in the Asian context.
Collapse
Affiliation(s)
| | | | - Suratna Suratna
- National Research and Innovation Agency Republic of Indonesia (BRIN), Jakarta, Indonesia
| | - Subur Karyatun
- Economics and Business Faculty, Universitas Nasional, Jakarta, Indonesia
| |
Collapse
|
9
|
Tu CK, Huang S. Leader humility and employee voice behavior: The mediating effects of work engagement and cognitive emotion regulation strategies. HUMAN SYSTEMS MANAGEMENT 2021. [DOI: 10.3233/hsm-211501] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/15/2022]
Abstract
BACKGROUND: Employee’s expression of voice needs cognitive and emotional resources to express the constructive challenge. Leader humility, with the characteristics of openness to new ideas and feedback, may provide employees with psychological resources to express their voice. This study considers work engagement and cognitive emotion regulation strategies as psychological resources and examines their mediating effects. OBJECTIVE: Referring to the conservation of resources theory and affective events theory, this study aims to examine the mediating effects of work engagement and cognitive emotion regulation strategies on the relationships between leader humility and employees voice behaviors. METHODS: This study conducted a questionnaire survey on managers and employees at travel enterprises in China. Based on a survey of 837 valid questionnaires, participants provided their perception for the proposed research model. RESULTS: The results show that enhancing work engagement and controlled emotion regulation strategies and reducing automatic emotion regulation strategies partially mediate the relationships between leader humility and employee’s prohibitive voice. CONCLUSIONS: Enhancing work engagement and reducing automatic emotion regulation strategies have the mediating effects. However, controlled emotion regulation strategies and promotive voice need much psychological resources, employee adopting controlled emotion regulation doesn’t affect promotive voice and have mediating effects significantly.
Collapse
Affiliation(s)
- Chiang-Kuo Tu
- School of Management, Xiamen University Tan Kah Kee College, Fujian, China
| | - Shan Huang
- College of Computer and Information Science, Hunan Institute of Technology, Hunan, China
| |
Collapse
|
10
|
Afshan G, Kashif M, Khanum F, Khuhro MA, Akram U. High involvement work practices often lead to burnout, but thanks to humble leadership. JOURNAL OF MANAGEMENT DEVELOPMENT 2021. [DOI: 10.1108/jmd-10-2020-0311] [Citation(s) in RCA: 6] [Impact Index Per Article: 2.0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 12/30/2022]
Abstract
PurposeBased on the conservation of resources theory, this study aims to investigate high involvement work practices (HIWP) as an antecedent to burnout with a mediating role of perceived work–family (WF) imbalance. Moreover, this study examines whether humble leadership moderates the relationship between HIWP and WF imbalance.Design/methodology/approachUsing a time-lagged survey approach, data are collected from 200 employees working in the Indian services sector organizations.FindingsThe findings demonstrate that HIWP has a direct negative effect on burnout and an indirect effect via WF imbalance. Also, humble leadership moderates the relationship between HIWP and WF imbalance.Originality/valueBy studying the pessimistic view of HIWP in the Indian context, this study contributes to the scant studies available on its effect on burnout in collectivistic societies. Furthermore, humble leadership's moderating role in the relationship between HIWP and WF imbalance is unique to this study.
Collapse
|
11
|
Can Leaders’ Humility Enhance Project Management Effectiveness? Interactive Effect of Top Management Support. SUSTAINABILITY 2021. [DOI: 10.3390/su13179526] [Citation(s) in RCA: 10] [Impact Index Per Article: 3.3] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/16/2022]
Abstract
This paper aims to explore the effect of humble leadership on project management effectiveness by integrating the mediating role of employee creativity. Top management support moderates the direct (humble leadership and project management effectiveness) and indirect relationships through employee creativity. Time-lagged data were obtained from 332 persons working in a matrix organization on sustainable information technology projects. The results show that humble leadership enhances project management effectiveness by mediating and moderating processes. This study provides a solution to an underlying research question that has gone unanswered in prior studies. What are the strategies proposed for humble leadership in fostering the effectiveness of project management?
Collapse
|
12
|
Lei S, Peng L, Guo Y. Investigating the effect of leader humility on subordinates’ service creativity: a moderated dual path model. CURRENT PSYCHOLOGY 2021. [DOI: 10.1007/s12144-021-01887-1] [Citation(s) in RCA: 2] [Impact Index Per Article: 0.7] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 12/15/2022]
|
13
|
Zhang Z, Song P. Multi-Level Effects of Humble Leadership on Employees' Work Well-Being: The Roles of Psychological Safety and Error Management Climate. Front Psychol 2020; 11:571840. [PMID: 33262726 PMCID: PMC7685992 DOI: 10.3389/fpsyg.2020.571840] [Citation(s) in RCA: 12] [Impact Index Per Article: 3.0] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 06/12/2020] [Accepted: 10/22/2020] [Indexed: 11/18/2022] Open
Abstract
Employees’ work well-being (WWB) is vital to employees’ performance and organizations’ sustainable development. This study aims to explore the role of psychological safety and error management climate (EMC) between humble leadership and WWB in Chinese organizations. Drawing upon social information processing theory, a multi-level study was conducted to test the underlying mechanisms between humble leadership and employees’ WWB. A time-lagged data of 221 team members was collected from 12 small and medium sized companies in China. Results showed that team-level humble leadership was positively related to WWB. Psychological safety and EMC both played a partial mediating role linking humble leadership and WWB. EMC positively moderated the relationship between humble leadership and psychological safety. This paper contributes to revealing the multi-level effects of humble leadership on work well-being. These findings also provide some important implications for managerial practices.
Collapse
Affiliation(s)
- Zheng Zhang
- School of Business Administration, Shanxi University of Finance and Economics, Taiyuan, China
| | - Peng Song
- College of Business and Economics, University of Australian National, Canberra, ACT, Australia
| |
Collapse
|
14
|
Chiu TC, Hung Y. Impacts of Leader Humility Between Authority and Trustworthiness on Compliance: Tests of Three-Way Interaction. Psychol Rep 2020; 125:398-421. [PMID: 33183183 DOI: 10.1177/0033294120973942] [Citation(s) in RCA: 3] [Impact Index Per Article: 0.8] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 01/04/2023]
Abstract
This study aims to examine how leader humility affects the relationship between authority and trustworthiness, and its effect on subordinate compliance. This study further addresses the reliability and validity issue to advance the measurement of humility; 300 participants consisting of leader-subordinate dyads of 50 leaders and 250 subordinates contributed to the data collections. This study found that both trustworthiness and authority have impact on subordinate compliance. Through three-way moderating analysis, this study further revealed that a leader's high humility, along with high trustworthiness under high authority results in the highest compliance, whereas a leader's high humility combined with low trustworthiness under low authority leads to the lowest compliance. Moreover, although a leader's personal background showed no relationship with the degree of leader humility, divergent combinations of leader-subordinate backgrounds were found to affect the degree of humility. Based on our findings, we propose that to effectively increase compliance, leader humility must be viewed as a strength when combined with high trustworthiness in high authority situations. This study may prompt future research in exploring humility in the context of virtue versus power, and the effects of humility in leadership. The implications of these findings for both theory and practice are also discussed.
Collapse
Affiliation(s)
- Teng-Chu Chiu
- School of Economics & Management, 448050Fuzhou University of International Studies and Trade, Fuzhou City, Fujian Province, PR China.,Department of International Business, 34909Southern Taiwan University of Science and Technology, Tainan City, Taiwan
| | - Yishuo Hung
- Department of International Business, 34909Southern Taiwan University of Science and Technology, Tainan City, Taiwan
| |
Collapse
|