Unlocking employee innovative behavior: the role of humble leadership, core self-evaluation, and leader-member exchange
Abstract Humble leadership has gained attention in recent years due to its potential impact on employee performance. This study explores the association between humble leadership and follower innovative behavior by investigating the moderating role of core self-evaluation (CSE) and the mediating rol...
| Main Authors: | , , , , |
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| Format: | Article |
| Language: | English |
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BMC
2024-03-01
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| Series: | BMC Psychology |
| Subjects: | |
| Online Access: | https://doi.org/10.1186/s40359-024-01668-y |
| _version_ | 1827300805415272448 |
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| author | Gaofeng Wang Laiba Saher Tang Hao Asad Ali Muhammad Waqas Amin |
| author_facet | Gaofeng Wang Laiba Saher Tang Hao Asad Ali Muhammad Waqas Amin |
| author_sort | Gaofeng Wang |
| collection | DOAJ |
| description | Abstract Humble leadership has gained attention in recent years due to its potential impact on employee performance. This study explores the association between humble leadership and follower innovative behavior by investigating the moderating role of core self-evaluation (CSE) and the mediating role of leader-member exchange (LMX). The study uses data from 328 followers and their immediate leaders to test a mediated moderation model. Results show that there is a favorable association between humble leadership and LMX and followers’ innovative behavior, particularly pronounced for followers who possess lower levels of CSE. The findings suggest that humble leaders should focus their development efforts on followers with low CSE to achieve complementarity congruity and improved innovation. This research enhances the existing body of knowledge by emphasizing the significance of comprehending the functions of relational procedures and the psychological resources of followers in determining the effectiveness of humble leadership. These findings have practical implications for organizations seeking to enhance their leadership effectiveness and followers’ innovative behavior. |
| first_indexed | 2024-04-24T16:12:00Z |
| format | Article |
| id | doaj.art-4a50fc99acf341e28e548c7937f2cbf5 |
| institution | Directory Open Access Journal |
| issn | 2050-7283 |
| language | English |
| last_indexed | 2024-04-24T16:12:00Z |
| publishDate | 2024-03-01 |
| publisher | BMC |
| record_format | Article |
| series | BMC Psychology |
| spelling | doaj.art-4a50fc99acf341e28e548c7937f2cbf52024-03-31T11:38:44ZengBMCBMC Psychology2050-72832024-03-0112111410.1186/s40359-024-01668-yUnlocking employee innovative behavior: the role of humble leadership, core self-evaluation, and leader-member exchangeGaofeng Wang0Laiba Saher1Tang Hao2Asad Ali3Muhammad Waqas Amin4School of Public Administration and Sociology, Jiangsu Normal UniversityUniversity of the PunjabSchool of business administration, ZhongNan University of Economics and LawFoundation UniversitySchool of Management, Yanshan UniversityAbstract Humble leadership has gained attention in recent years due to its potential impact on employee performance. This study explores the association between humble leadership and follower innovative behavior by investigating the moderating role of core self-evaluation (CSE) and the mediating role of leader-member exchange (LMX). The study uses data from 328 followers and their immediate leaders to test a mediated moderation model. Results show that there is a favorable association between humble leadership and LMX and followers’ innovative behavior, particularly pronounced for followers who possess lower levels of CSE. The findings suggest that humble leaders should focus their development efforts on followers with low CSE to achieve complementarity congruity and improved innovation. This research enhances the existing body of knowledge by emphasizing the significance of comprehending the functions of relational procedures and the psychological resources of followers in determining the effectiveness of humble leadership. These findings have practical implications for organizations seeking to enhance their leadership effectiveness and followers’ innovative behavior.https://doi.org/10.1186/s40359-024-01668-yHumble leadershipLeader-member exchangeCore self-evaluationInnovative behavior |
| spellingShingle | Gaofeng Wang Laiba Saher Tang Hao Asad Ali Muhammad Waqas Amin Unlocking employee innovative behavior: the role of humble leadership, core self-evaluation, and leader-member exchange BMC Psychology Humble leadership Leader-member exchange Core self-evaluation Innovative behavior |
| title | Unlocking employee innovative behavior: the role of humble leadership, core self-evaluation, and leader-member exchange |
| title_full | Unlocking employee innovative behavior: the role of humble leadership, core self-evaluation, and leader-member exchange |
| title_fullStr | Unlocking employee innovative behavior: the role of humble leadership, core self-evaluation, and leader-member exchange |
| title_full_unstemmed | Unlocking employee innovative behavior: the role of humble leadership, core self-evaluation, and leader-member exchange |
| title_short | Unlocking employee innovative behavior: the role of humble leadership, core self-evaluation, and leader-member exchange |
| title_sort | unlocking employee innovative behavior the role of humble leadership core self evaluation and leader member exchange |
| topic | Humble leadership Leader-member exchange Core self-evaluation Innovative behavior |
| url | https://doi.org/10.1186/s40359-024-01668-y |
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