Access the full text.
Sign up today, get DeepDyve free for 14 days.
J. Morris, C. Brotheridge, John Urbanski (2005)
Bringing humility to leadership: Antecedents and consequences of leader humilityHuman Relations, 58
Bradley Owens, David Hekman (2016)
How Does Leader Humility Influence Team Performance? Exploring the Mechanisms of Contagion and Collective Promotion FocusAcademy of Management Journal, 59
J. Crant (2000)
Proactive Behavior in OrganizationsJournal of Management, 26
Frank Belschak, D. Hartog (2010)
Pro-self, prosocial, and pro-organizational foci of proactive behaviour: Differential antecedents and consequencesJournal of Occupational and Organizational Psychology, 83
Bradley Owens, David Hekman (2012)
MODELING HOW TO GROW: AN INDUCTIVE EXAMINATION OF HUMBLE LEADER BEHAVIORS, CONTINGENCIES, AND OUTCOMESAcademy of Management Journal, 55
M. Griffin, A. Neal, S. Parker (2007)
A new model of work role performance: Positive behavior in uncertain and interdependent contextsAcademy of Management Journal, 50
Douglas May, R. Gilson, L. Harter (2004)
The psychological conditions of meaningfulness, safety and availability and the engagement of the human spirit at work, 77
Dusya Vera, Antonio Rodriguez‐Lopez (2004)
Strategic Virtues:: Humility as a Source of Competitive AdvantageOrganizational Dynamics, 33
Mary Uhl‐Bien (2006)
Relational Leadership Theory: Exploring the social processes of leadership and organizingLeadership Quarterly, 17
K. Thomas, B. Velthouse (1990)
Cognitive Elements of Empowerment: An “Interpretive” Model of Intrinsic Task MotivationAcademy of Management Review, 15
S. Parker, Uta Bindl, K. Strauss (2010)
Making Things Happen: A Model of Proactive MotivationJournal of Management, 36
L. Aiken, S. West (1991)
Multiple Regression: Testing and Interpreting Interactions
H. Markus, S. Kitayama (1991)
Culture and the self: Implications for cognition, emotion, and motivation.Psychological Review, 98
Deanne Hartog, Frank Belschak (2012)
When does transformational leadership enhance employee proactive behavior? The role of autonomy and role breadth self-efficacy.The Journal of applied psychology, 97 1
R. Baron, D. Kenny (1986)
The moderator-mediator variable distinction in social psychological research: conceptual, strategic, and statistical considerations.Journal of personality and social psychology, 51 6
A. Ou, A. Tsui, A. Kinicki, D. Waldman, Zhixing Xiao, L. Song (2014)
Humble Chief Executive Officers’ Connections to Top Management Team Integration and Middle Managers’ ResponsesAdministrative Science Quarterly, 59
David Sluss, Blake Ashforth (2007)
Relational Identity and Identification: Defining Ourselves Through Work RelationshipsAcademy of Management Review, 32
A. Bandura (1985)
Social Foundations of Thought and Action: A Social Cognitive Theory
Jane Howell, B. Shamir (2005)
The Role of Followers in the Charismatic Leadership Process: Relationships and Their ConsequencesAcademy of Management Review, 30
Adam Grant, S. Ashford (2008)
The dynamics of proactivity at workResearch in Organizational Behavior, 28
Gilad Chen, P. Sharma, S. Edinger, Debra Shapiro, J. Farh (2011)
Motivating and demotivating forces in teams: cross-level influences of empowering leadership and relationship conflict.The Journal of applied psychology, 96 3
A. Pieterse, D. Knippenberg, M. Schippers, D. Stam (2009)
Transformational and transactional leadership and innovative behavior : The moderating role of psychological empowermentJournal of Organizational Behavior, 31
D. Hartog, Frank Belschak (2007)
Personal initiative, commitment and affect at workJournal of Occupational and Organizational Psychology, 80
S. Parker, Catherine Collins (2010)
Taking Stock: Integrating and Differentiating Multiple Proactive BehaviorsJournal of Management, 36
S. Parker, Helen Williams, Nick Turner (2006)
Modeling the antecedents of proactive behavior at work.The Journal of applied psychology, 91 3
K. Strauss, Mark Griffin, A. Rafferty (2009)
Proactivity Directed Toward the Team and Organization: The Role of Leadership, Commitment and Role-Breadth Self-EfficacyWiley-Blackwell: British Journal of Management
T. Bateman, J. Crant (1993)
The proactive component of organizational behavior: A measure and correlatesJournal of Organizational Behavior, 14
S. Ashford, N. Rothbard, S. Piderit, J. Dutton (1998)
Out on a limb: The role of context and impression management in selling gender-equity issues.Administrative Science Quarterly, 43
M. Fulford, C. Enz (1995)
The Impact of Empowerment on Service EmployeesJournal of Managerial Issues, 7
Journal of Management Science, 30
The Future of Leadership: Today’s Top Leadership Thinkers Speak to Tomorrow’s Leaders
M. Frese, Eric Teng, C. Wijnen (1999)
Helping to improve suggestion systems: predictors of making suggestions in companiesJournal of Organizational Behavior, 20
R. Kark, B. Shamir, Gilad Chen (2003)
The two faces of transformational leadership: empowerment and dependency.The Journal of applied psychology, 88 2
G. Spreitzer (1995)
PSYCHOLOGICAL EMPOWERMENT IN THE WORKPLACE: DIMENSIONS, MEASUREMENT, AND VALIDATIONAcademy of Management Journal, 38
Organization Development Journal, 15
Journal of Management, 20
C. Speier, M. Frese (1997)
Generalized Self Efficacy As a Mediator and Moderator Between Control and Complexity at Work and Personal Initiative: A Longitudinal Field Study in East GermanyHuman Performance, 10
P. Bliese (2000)
Within-group agreement, non-independence, and reliability: Implications for data aggregation and analysis.
M. Pratt (1998)
To be or not to be: Central questions in organizational identification.
Shelley Brickson (2000)
The Impact of Identity Orientation on Individual and Organizational Outcomes in Demographically Diverse SettingsAcademy of Management Review, 25
J. Conger, R. Kanungo (1988)
The Empowerment Process: Integrating Theory and PracticeAcademy of Management Review, 13
Peng Wang, Joseph Rode (2010)
Transformational leadership and follower creativity: The moderating effects of identification with leader and organizational climateHuman Relations, 63
D. Knippenberg, B. Knippenberg, D. Cremer, M. Hogg (2004)
Leadership, self, and identity: A review and research agendaLeadership Quarterly, 15
Harvard Business Review, 11
B. Oc, M. Bashshur, Michael Daniels, G. Greguras, J. Diefendorff (2015)
Leader Humility in SingaporeLeadership Quarterly, 26
S. Andersen, Serena Chen (2002)
The relational self: an interpersonal social-cognitive theory.Psychological review, 109 4
Bradley Owens, Michael Johnson, T. Mitchell (2013)
Expressed Humility in Organizations: Implications for Performance, Teams, and LeadershipOrgan. Sci., 24
Bradley Owens, A. Wallace, D. Waldman (2015)
Leader narcissism and follower outcomes: The counterbalancing effect of leader humility.The Journal of applied psychology, 100 4
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/approachData were collected from 286 subordinate-supervisor dyads from 4 industries in Northern China. Hierarchical linear modeling analyses were applied to test the research model.FindingsHumble 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/implicationsOne 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 implicationsManagers 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 implicationsHumility 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/valueThis 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.
Leadership & Organization Development Journal – Emerald Publishing
Published: May 9, 2018
Keywords: Psychological empowerment; Employee proactive behaviour; Humble leadership; Identification with leader
Read and print from thousands of top scholarly journals.
Already have an account? Log in
Bookmark this article. You can see your Bookmarks on your DeepDyve Library.
To save an article, log in first, or sign up for a DeepDyve account if you don’t already have one.
Copy and paste the desired citation format or use the link below to download a file formatted for EndNote
Access the full text.
Sign up today, get DeepDyve free for 14 days.
All DeepDyve websites use cookies to improve your online experience. They were placed on your computer when you launched this website. You can change your cookie settings through your browser.