The moderating role of intrapreneurial personality in relation between leader humility and innovative behavior

Abbas, Wasim; Wei, Weiwei

doi:10.3233/hsm-190548

Cited by 14 publications

(5 citation statements)

References 42 publications

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“…In the same vein, another study used a five-dimensional model to investigate the telecommunications sector in China and concluded that justice is positively associated with innovative behaviors (Akram et al, 2020). Further, Abbas and Wu (2019b) used a sample from Pakistan-a South Asian country-and found that leader humility is significantly and positively related to innovative behavior.…”

Section: Discussionmentioning

confidence: 99%

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

Abbas

Wei

2021

RBGN

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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.

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Section: Discussionmentioning

confidence: 99%

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

Abbas

Wei

2021

RBGN

Self Cite

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“…While several studies have discovered the link between humble leadership and various employee outcomes (Abbas and Wu, 2019;Kausar, 2020;Ali et al, 2021;Waseem et al, 2023), our study is one of the few empirical works explicitly examining the association between humble leadership and creative performance (CP). By empirically establishing this relationship, our research extends the understanding of how humble leadership, with its focus on collaboration, openness, and acknowledging contributions, can positively influence employees' creative performance.…”

Section: Discussionmentioning

confidence: 99%

“…Several studies in the field of humble leadership (HL) have investigated its positive impact on project success in the Pakistani context (Ali et al, 2020(Ali et al, , 2021Waseem et al, 2023). Furthermore, studies in the same context have explored the role of HL in influencing career success, employee creativity, follower emotions, ethical behavior, and work engagement (Abbas and Wu, 2019;Kausar, 2020;Naseer et al, 2020;Abbas et al, 2021). These existing literatures provide a solid foundation for conducting our study within this specified context.…”

Section: Research Context Sample and Data Collectionmentioning

confidence: 99%

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

Liu,

Jameel Ahmed,

Anjum

et al. 2024

Front. Psychol.

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Drawing on the job demand-resource (JD-R) model and self-determination theory (SDT), this study examines the relationship between humble leadership and employees’ creative performance, taking into account the sequential mediating role of intrinsic motivation and work engagement. The sequential mediation model was tested using two-wave questionnaire data collected from employees and their supervisors (n = 350) in the telecommunication sector of Pakistan. Data were processed and examined using SPSS and AMOS. The results revealed significant positive relationships among all variables. Further, it was found that intrinsic motivation and work engagement sequentially but partially mediated the positive relationship between humble leadership and creative performance. The theoretical and practical implications are discussed at the end.

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“…HL has been previously associated with different employee outcomes [67,68]. HL can significantly foster the WREN level of employees [69].…”

Section: Theory and Hypothesesmentioning

confidence: 98%

The Effectiveness of Humble Leadership to Mitigate Employee Burnout in the Healthcare Sector: A Structural Equation Model Approach

Akbar

et al. 2022

Sustainability

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The discussion on employee burnout (BOT) has existed in academic literature for a long time. While BOT was identified as a personal issue, there is a lack of a system approach solution. In this regard, a milestone was achieved in 2019 when the World Health Organization (WHO) introduced a new definition of BOT, recognising it as an occupational phenomenon, thereby placing a greater responsibility on organisational leadership to manage it. Since then, different leadership models have been proposed by scholars to reduce the effect of BOT in an organisation. Humble leadership (HL), as a people-first approach, has recently gained importance in organisational management literature. Studies have indicated that HL significantly influences different employee outcomes. However, research on the significance of HL to mitigate BOT of employees was scarce—similarly, on the underlying mechanisms of how and why. While HL has the potential to reduce BOT in an organisation, little or no research has studied it. Acknowledging these knowledge gaps, the basic aim of this study is to enrich the existing body of knowledge by proposing HL as an effective organisational management strategy to reduce the effect of BOT in the healthcare sector. The study introduces two mediators, work engagement (WREN) and subjective wellbeing (SUBW), to explain the underlying mechanism between HL and BOT. The conditional indirect role of altruism (ALM) was also tested. The data were obtained from hospital employees by employing a survey method (questionnaire, n = 303). Structural equation model (SEM) was considered for testing the hypothesised model to study the interrelationships between variables. The results confirmed that the manifestation of HL in an organisation reduces BOT significantly, and WREN and SUBW mediate this relationship. The study also demonstrates the buffering effect of ALM in the above-proposed relationships. The empirical findings offer multiple contributions in theory and practice, among which the most important one was to realise the profound importance of HL in reducing the effect of BOT in healthcare management.

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The moderating role of intrapreneurial personality in relation between leader humility and innovative behavior

Cited by 14 publications

References 42 publications

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

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

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

The Effectiveness of Humble Leadership to Mitigate Employee Burnout in the Healthcare Sector: A Structural Equation Model Approach

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