共 71 条
Humble leadership and employee creative performance in China: the roles of boundary spanning behavior and traditionality
被引:11
作者:
Zheng, Zhang
[1
]
Ahmed, Rahil Irfan
[1
]
机构:
[1] Shanxi Univ Finance & Econ, Sch Business Adm, Taiyuan, Peoples R China
关键词:
Humble leadership;
Creative performance;
Boundary spanning behavior;
Traditionality;
EMPOWERING LEADERSHIP;
MEMBER EXCHANGE;
PSYCHOLOGICAL EMPOWERMENT;
PROACTIVE PERSONALITY;
WORK;
HUMILITY;
KNOWLEDGE;
CONSEQUENCES;
ANTECEDENTS;
INNOVATION;
D O I:
10.1108/PR-10-2021-0775
中图分类号:
F24 [劳动经济];
学科分类号:
020106 ;
020207 ;
1202 ;
120202 ;
摘要:
PurposeThis paper examined the mediating role of boundary spanning behavior and the moderating effects of traditionality linking humble leadership and employee creative performance from the perspective of Social Exchange Theory (SET) to reveal the behavioral mechanism and boundary condition regarding the influence of humble leadership on creative performance.Design/methodology/approachA sample of 276 employees and the supervisors from 8 companies in China was taken using two-wave data.FindingsThe results indicated that humble leadership was positively related to employee creative performance, and boundary spanning behavior partially mediated the relationship between humble leadership and employee creative performance. Traditionality strengthens the mediation process when traditionality is high.Practical implicationsThese findings provide several theoretical and practical implications for the domains of humble leadership and boundary spanning behavior. For example, human resource (HR) departments can recruit leaders with high humility and cultivate team leaders through systematic training programs about self-awareness, openness and self-transcendence; team leaders should encourage employees to participate in boundary spanning activities and hiring managers select employees with high traditionality to synergize with leader humility.Originality/valueBased on the SET, this paper explored the behavioral mechanism between humble leadership and creative performance and enriched the prior research, which is from the cognitive or emotional view, and further answered the question "what are the employees' behavioral responses when they confront the humble leadership".
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页码:193 / 210
页数:18
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