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".
引用
收藏
页码:193 / 210
页数:18
相关论文
共 71 条
[1]   Impact of humble leadership on project success: the mediating role of psychological empowerment and innovative work behavior [J].
Ali, Mudassar ;
Zhang, Li ;
Shah, Syed Jamal ;
Khan, Salim ;
Shah, Adnan Muhammad .
LEADERSHIP & ORGANIZATION DEVELOPMENT JOURNAL, 2020, 41 (03) :349-367
[2]   DEMOGRAPHY AND DESIGN - PREDICTORS OF NEW PRODUCT TEAM PERFORMANCE [J].
ANCONA, DG ;
CALDWELL, DF .
ORGANIZATION SCIENCE, 1992, 3 (03) :321-341
[3]   THE MODERATOR MEDIATOR VARIABLE DISTINCTION IN SOCIAL PSYCHOLOGICAL-RESEARCH - CONCEPTUAL, STRATEGIC, AND STATISTICAL CONSIDERATIONS [J].
BARON, RM ;
KENNY, DA .
JOURNAL OF PERSONALITY AND SOCIAL PSYCHOLOGY, 1986, 51 (06) :1173-1182
[4]   EXCHANGE AND POWER IN SOCIAL-LIFE - BLAU,PM [J].
BIERSTEDT, R .
AMERICAN SOCIOLOGICAL REVIEW, 1965, 30 (05) :789-790
[6]   BACK-TRANSLATION FOR CROSS-CULTURAL RESEARCH [J].
BRISLIN, RW .
JOURNAL OF CROSS-CULTURAL PSYCHOLOGY, 1970, 1 (03) :185-216
[7]   Leadership, Creative Problem-Solving Capacity, and Creative Performance: The Importance of Knowledge Sharing [J].
Carmeli, Abraham ;
Gelbard, Roy ;
Reiter-Palmon, Roni .
HUMAN RESOURCE MANAGEMENT, 2013, 52 (01) :95-121
[8]   External activities and team effectiveness - Review and theoretical development [J].
Choi, JN .
SMALL GROUP RESEARCH, 2002, 33 (02) :181-208
[9]   Emotional intelligence and creative performance: Looking through the lens of environmental uncertainty and cultural intelligence [J].
Darvishmotevali, Mahlagha ;
Altinay, Levent ;
De Vita, Glauco .
INTERNATIONAL JOURNAL OF HOSPITALITY MANAGEMENT, 2018, 73 :44-54
[10]   SELF-REGULATION OF CREATIVITY AT WORK: THE ROLE OF FEEDBACK-SEEKING BEHAVIOR IN CREATIVE PERFORMANCE [J].
De Stobbeleir, Katleen E. M. ;
Ashford, Susan J. ;
Buyens, Dirk .
ACADEMY OF MANAGEMENT JOURNAL, 2011, 54 (04) :811-831