Leader humility,team humility and employee creative performance: The moderating roles of task dependence and competitive climate |
| |
Institution: | 1. Católica Porto Business School, Universidade Católica Portuguesa (Portugal), and Instituto Universitário de Lisboa (ISCTE-IUL), Business Research Unit, Portugal;2. Marriott School of Management, Brigham Young University, United States;3. Instituto Politécnico de Santarém, Centro de Investigação em Qualidade de Vida, Portugal;4. School of Technology and Management of Águeda (ESTGA), University of Aveiro, Aveiro, Portugal, and Centre for Research in Higher Education Policies (CIPES), Matosinhos, Portugal;5. Nova School of Business and Economics, Universidade Nova de Lisboa, Portugal;6. Universidade de Aveiro, Aveiro, Portugal;1. Department of Management, Whitman School of Management, Syracuse University, Syracuse, NY 13244, United States of America;2. Department of Management, Raymond J. Harbert College of Business, Auburn University, Auburn, AL 36849, United States of America;3. Department of Management, College of Business, Oregon State University, Corvallis, OR 97331, United States of America |
| |
Abstract: | In the unpredictable economic environment, both academics and professionals have been keen to identify effective leadership style that can induce more employee creative performance in work. Prior research has investigated different types of leadership styles and their consequences for employee behavior in work environments. In the recent management literature, humble leadership has been found to generate a number of positive behavioral outcomes among employees. However, relatively little is known about the influences of leader humility on team processes, or about the boundary conditions of these effects. The current study examined first, the relationships among leader humility, team humility and employee creative performance; and second, the moderating role of competitive climate in the moderation effect of task dependence in the relationship between team humility and employee creative performance. Hierarchical linear modeling was applied to analyze the cross-level data with 76 work teams and 531 employees. The results showed that leader humility exerts its impact on team humility, which in turn influences employee creative performance. The effect of team humility on employee creative performance was found to be strongest under high task dependence and high competitive climate. Practical implications regarding how to optimize the positive impact of leader humility are discussed. |
| |
Keywords: | Leader humility Team humility Creative performance Task dependence Competitive climate |
本文献已被 ScienceDirect 等数据库收录! |
|