Creative Performance and Conflict through the Lens of Humble Leadership: Testing a Moderated Mediation Model

Abstract

This study developed and tested a moderated mediation model by examining the relationships between humble leadership (HL), emotional intelligence, employee conflict (EC), and creative performance (CP), using resource-based theory as the theoretical foundation. We conducted a cross-sectional survey of 322 employees and their immediate supervisors (n = 53) from the telecom sector in Pakistan. The data was analyzed using AMOS 21 and SPSS 26. The results demonstrate that HL has a positive effect on creative performance and a negative relationship with employee conflict. Furthermore, employee conflict has a negative impact on CP and mediates the impact of HL on CP. Moreover, a leader’s emotional intelligence moderates the negative relationship between HL and EC. Finally, this study reveals that EI moderates the indirect effects of HL on CP. The conclusions and implications are discussed at the end of this paper.

Leader humility and employees’ creative performance: the role of intrinsic motivation and work engagement

“…This is mainly because a humble leader gives value and respect to his/her followers; consequently they show greater work engagement. Further, humble leaders play a vital role in building a safe working environment that promotes maximum performance and engagement (Walters and Diab, 2016;Liu et al, 2023). Compared with other leadership styles, humble leaders tend to be more helpful and supportive toward their followers, thus increasing their dedication, absorption, and vigor.…”

“…Recent conceptualizations highlight dimensions including self-awareness, appreciation of others, and a commitment to creating a collaborative and inclusive work environment (Ou et al, 2014). Empirical studies by Liu et al (2023) and Wang et al (2018) identified key dimensions, including openness to admitting mistakes, valuing others' strengths, a willingness to learn, and a focus on collective success. Creativity on the other hand is defined as the process of idea exploration, generation, championing, and implementation (Scott and Bruce, 1994;Carmeli et al, 2006).…”

“…These positive leadership traits/styles are some of the key factors that may foster creativity (Gilmore et al, 2013;Liu et al, 2023). Although research to date has examined the links between several leadership styles and creativity (Carmeli and Paulus, 2015;De Clercq and Mustafa, 2023), but still there is a lack of empirical evidence regarding the relationship of humble leadership with positive outcomes like employee creativity in service sector organizations and its indirect relationship (the mediation effect) on creative performance.…”

“…Simultaneously, CP stands as a critical determinant of an organization's ability to innovate and adapt in today's dynamic business environment (Shalley and Perry-Smith, 2008). HL also promotes employees' engagement and resilience, which can lead to increased job satisfaction and creativity (Liu et al, 2023). Empirical investigations underscore the positive influences of humble leadership on employee outcomes.…”

“…In addition, leaders who exhibit humility are more likely to create a positive work environment. However, while the separate links between humble leadership (HL), intrinsic motivation (IM), work engagement (WE), and creative performance (CP) have been explored Al Hawamdeh and AL-edenat, 2022;Zheng and Ahmed, 2022;Liu et al, 2023), but on the other hand prior studies have suggested that HL's effect on performance is not only direct; instead, other variables mediate it (Janssen and Giebels, 2013). Therefore; a notable gap exists in understanding the nuanced interplay among the above mentioned variables.…”