Leaders’ Expressed Humility and Followers’ Feedback Seeking: The Mediating Effects of Perceived Image Cost and Moderating Effects of Power Distance Orientation

Qian, Jin; Li, Xiaoyan; Song, Baihe; Wang, Bin; Wang, Menghan; Chang, Shumeng; Xiong, Yujiao

doi:10.3389/fpsyg.2018.00563

Cited by 20 publications

(18 citation statements)

References 47 publications

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“…What is also worth noting is that one limitation of this study is that we reported small effect sizes of follower competence on leader humility expression, which raises the question of whether these effects have meaningful implications for practice in management. The answer to this question is “yes.” Firstly, our small effect sizes are comparable to some previous studies of leader humility (Qian et al, 2018). Secondly, despite the small sizes, we obtain such effects after ruling out the influence of leaders’ humility trait.…”

Section: Discussionsupporting

confidence: 89%

Why Do Leaders Express Humility and How Does This Matter: A Rational Choice Perspective

2019

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The utility of leader humility expressing behavior has been examined by several studies across multiple levels. However, our knowledge about why leaders express humility continues to be sparse. Drawing on rational choice theory, this paper proposes a model examining whether followers’ capability triggers leader’s humility expressing behavior and how followers’ interpretations of it influence its effectiveness. Results from 278 leader-follower dyads from a time-lagged research design showed that followers’ capability as perceived by the leader is positively related to leader-expressed humility and, in turn, this behavior would conditionally enhance follower trust, that is, followers will trust the humble leader less when they attribute leader’s expressed humility more to serving impression management motives. Several theoretical and practical implications of this observation are discussed in this study.

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Section: Discussionsupporting

confidence: 89%

Why Do Leaders Express Humility and How Does This Matter: A Rational Choice Perspective

2019

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“…Leadership substantially influences the work lives of employees (Qian et al, 2018) and can be viewed as an important social context/situational factor that affects employee responses in the workplace (e.g., Williams et al, 2010; Nguyen et al, 2016; Wang et al, 2018a). Social context is “an integral ingredient enabling the kinds of mental models that lead to resilience” (Lengnick-Hall et al, 2011, p. 247; also see Cooper et al, 2019, p. 89).…”

Section: Introductionmentioning

confidence: 99%

Humble Leadership and Employee Resilience: Exploring the Mediating Mechanism of Work-Related Promotion Focus and Perceived Insider Identity

2019

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Although the topic of employee resilience has recently received increased attention, existing research has largely failed to explore its situational triggers. Drawing on social information processing theory, the current study integrates the literature of humility and resilience to theorize the underlying mechanism through which humble leadership facilitates employee resilience. This research proposes a potential heterogeneous effect that humble leadership catalyzes employee resilience through multiple pathways. Field ( N = 434) and experimental studies ( N = 104) conducted in Mainland China support hypotheses that humble leadership enhances employee resilience through simultaneous increases in work-related promotion focus and perceived insider identity. Research implications are discussed, and directions for future research are offered.

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“…Leaders who show humility are more concerned with the interests of others than their own interests, hence they will be able to elicit a transformational leadership style which leads to the growth of respect, trust, and creativity from their employees (Morris, et al, 2005). Leader humility have been demonstrated to bring out employee behaviors that improve productivity such as voice behavior, feedback seeking, organizational citizenship behavior, and team creativity (Hu, et al, 2018;Jeung & Yoon, 2016;Lin, et al, 2019;Qian, et al, 2018;Qian, et al, 2020;Yang, et al, 2019;Zhong, et al, 2020).…”

Section: Leader Humilitymentioning

confidence: 99%

Leader Humility and Employees’ Accountability During The Pandemic

Septiandari

Samian

Riantoputra

2021

IRJBS

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One way of achieving work effectivity is by making sure employees show accountability. Accountability is becoming even more important during the pandemic, where organizations are forced make their employees work from home. This study aims to identify the process of how leaders and organizations can shape accountability. This research argues that leader humility may enhance employee’s perceived organizational support which eventually shaped employee’s accountability. This study was conducted toward 145 employees from a state-owned company in Jabodebek area via an online survey. This study finds (1) leader humility positively affect employee’s accountability; (2) leader humility positively affects perceived organizational support; (3) perceived organizational support positively affect employee’s accountability; (4) perceived organizational support significantly mediated the relationship between leader humility and accountability. The mediation model predicts 27% of accountability’s variance and is able to provide contribution to accountability’s studies that leader and organizational aspects are essentials in affecting accountability.

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Leaders’ Expressed Humility and Followers’ Feedback Seeking: The Mediating Effects of Perceived Image Cost and Moderating Effects of Power Distance Orientation

Cited by 20 publications

References 47 publications

Why Do Leaders Express Humility and How Does This Matter: A Rational Choice Perspective

Why Do Leaders Express Humility and How Does This Matter: A Rational Choice Perspective

Humble Leadership and Employee Resilience: Exploring the Mediating Mechanism of Work-Related Promotion Focus and Perceived Insider Identity

Leader Humility and Employees’ Accountability During The Pandemic

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