Can leader "humility" spark employee "proactivity"? The mediating role of psychological empowerment
Can leader "humility" spark employee "proactivity"? The mediating role of psychological empowerment
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领导的“谦逊”能否激发员工的“积极性”？
DOI：
10.1108/lodj-10-2017-0307
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发表时间：
2018-01-01
影响因子：
4.9
通讯作者：
Qian, Shanshan
中科院分区：
文献类型：
--
作者：
Chen, Yanhong;Liu, Baowei;Qian, Shanshan
目的探讨谦逊领导对员工主动性行为的影响。研究结果表明，心理授权效应通过心理授权起中介作用，而对领导的认同在谦逊领导-员工主动行为关系中起到中介作用。运用多层次线性模型对研究模型进行检验，发现谦逊领导对员工主动性行为有显著的正向影响，并且这种影响是通过心理授权来实现的。此外，对领导的认同通过心理授权调节了谦逊领导与员工主动行为之间的中介关系。研究限制/影响之一是数据是跨部门收集的。进一步的研究可以进行纵向研究，以重新检验假设。目前的研究具有多方面的启示。首先，作者扩展了对谦逊领导力的研究。其次，作者还通过解决缺乏对将谦逊领导行为与追随者结果联系起来的解释机制的关注，为谦逊领导文学做出了贡献。第三，对谦逊领导的边界条件提出了新的见解。实践启示：管理者应该在其领导过程中表现出更多的谦逊行为，以影响员工的心理授权和主动行为。此外，管理者应该在工作和生活问题上为员工提供真诚的关怀，以产生员工对领导的认同感。谦逊是一种可以改变的特征，个人可以通过实践大幅提高。与谦逊的稳定特质相反，谦逊的行为更容易获得，也更容易培养。此外，我们的结果证实了拥有谦逊美德的人最有可能成功。本研究通过构建和验证谦逊领导行为和员工主动性行为的理论模型，论证了谦逊领导行为在非西方背景下的价值，对谦逊领导行为的研究进行了扩展，明确了心理赋权和对领导的认同对员工主动性行为的不同作用。
Purpose The purpose of this paper is to investigate the effect of humble leadership on employee proactive behavior. The authors propose that such effect is mediated by psychological empowerment, and identification with leader moderates the intervening role of psychological empowerment in the humble leadership-employee proactive behavior relationship.Design/methodology/approach Data were collected from 286 subordinate-supervisor dyads from 4 industries in Northern China. Hierarchical linear modeling analyses were applied to test the research model.Findings Humble leadership has a significantly positive effect on employee proactive behavior, and this effect is mediated by psychological empowerment. Furthermore, the identification with leader moderates the mediated relationships between humble leadership and employee proactive behavior via psychological empowerment.Research limitations/implications One limitation is that the data were collected cross-sectionally. Further research could conduct longitudinal research to retest the hypotheses. The present research has a number of implications. First, the authors extend humble leadership research. Second, the authors also contribute to humble leadership literature by addressing the lack of attention paid to the explanatory mechanism linking humble leader behavior to follower outcomes. Third, the authors provide a new insight into the boundary condition of humble leadership.Practical implications Managers should demonstrate more humble behaviors in their leading process to influence employees' psychological empowerment and proactive behavior. In addition, managers should provide employees with sincere care in relation to work and life issues to produce employees' identification with leader.Social implications Humility is a modifiable trait that individuals can increase dramatically by practice. Humble behavior is more accessible and easier to cultivate, contrary to the stable trait of humility. Besides, our results confirmed the individuals with the virtue of humility are most likely to succeed. Thus, humble behaviors should be highly advocated and encouraged in our society.Originality/value This research extends humble leadership research by constructing and verifying the theoretical model of humble leader behavior and employee proactive behavior and by demonstrating the value of humble leader behavior in a non-Western context, and identifies the different roles of psychological empowerment and identification with leader on employee proactive behavior.