Organizational Justice, Leader Humility, and Service Employees’ Innovative Behavior in a Collectivistic Culture: The Case of Pakistan

Abstract

Purpose -This study serves two purposes: first, it analyzes the effects of the overall perception of justice in service industry organizations on their employees' innovative behavior; second, it investigates whether leader humility moderates the relationship between the aforementioned constructs.Design/methodology/approach -This study is quantitative in nature. A crosssectional survey method was used to collect data from 359 respondents, and a PROCESS macro for SPSS was used for the moderation analysis.Findings -The results show that employees who perceive fairness within their organization will reciprocate with innovativeness and that humility is a positive factor that increases innovative behaviors. Originality/value -Few studies have addressed the effect of the overall perception of justice on individuals' innovative behavior in service industries in developing economies and collectivist cultures. There is also a lack of empirical support regarding the role of leader humility in employees' innovative behavior. This study provides new insights into service employees' innovative behavior in a collectivist society and has implications for managers working in the services sector.

Humble leadership: A review and synthesis of leader expressed humility

“…Generally, humble leadership serves to enhance the positive effects of leader actions and characteristics. Humble leadership was also used to moderate the effects of organizational and team features such as organizational justice perceptions (Abbas & Wu, 2021), team leader humility (Peng et al, 2020), CSR (JWang, Zhang, et al, 2020), and informational faultlines (Yao et al, 2021). Humble leadership generally served to enhance the effects of these organizational and team features.…”

From organizational justice to task performance: Exploring the impact of goal congruence and individual creativity in a brazilian workplace

“…Organizational justice has constantly received attention from behavioral literature (Abbas & Wu, 2021), as it contemplates the individual's perceptions of justice regarding the treatment given by the organization to its members (Akram et al, 2020). The development of organizational justice is a result of Adams (1965) seminal work, who proposed the Equity Theory, which emphasizes the employees' perception on their remuneration and results (Cohen-Charash & Spector, 2001) It is usually approached in three dimensions: distributive, procedural, and interactional (Demir et al, 2017).…”

Organizational fairness and task performance: a study between different activities and positions in the justice sector

“…Organizational fairness is a representation of the professional environment and has received attention in the field of organizational behavior, with its importance validated in the literature (Abbas & Wu, 2021). It contemplates a set of perceptions about justice in the individual's relationships with the organization and its members, that is, it contemplates individuals' perception of the degree of justice with which they are treated by organizational authorities (Akram et al, 2020).…”