A Study of the Impact of CEO Humble Leadership on Organizational Ambidexterity: The Mediating Role of Inclusive Climate

Abstract

Abstract: Humble leadership behavior is one of the hot research topics in recent years, but researches on the impact of humble leadership on the overall organizational results at the enterprise level is insufficient. Based on the social information processing theory, this study explores the influence of CEO humble leadership behavior on organizational ambidexterity and the mediating role of inclusive climate between the relationship of the two. An analysis is conducted based on the data of a number of senior managers, department leaders and employees from 115 enterprises, the findings show that CEO humble leadership behavior has a positive impact on the organizational ambidexterity, that inclusive climate plays a mediation role in it, and that employees' perceived organizational support can positively moderate the active influence of CEO humble leadership behavior on the inclusive climate and the mediating role of inclusive climate.

Key words: CEO humble leadership behavior, organizational ambidexterity, inclusive climate, perceived organizational support

CLC Number:

F270

ZHANG Gao-qi, SUN Xiu-li, ZHAO Shu-ming. A Study of the Impact of CEO Humble Leadership on Organizational Ambidexterity: The Mediating Role of Inclusive Climate[J]. Contemporary Finance & Economics, 2020, 0(8): 89-100.

References

[1] Owens B.P., Hekman D. R. Modeling How to Grow: An Inductive Examination of Humble Leader Behaviors, Contingencies, and Outcomes[J]. Academy of Management Journal, 2012, 55(4): 787-818.
[2] Ou A.Y., Tsui A. S., Kinicki A. J., Waldman D. A., Xiao Z., Song L. J. Humble Chief Executive Officers' Connections to Top Management Team Integration and Middle Managers' Responses[J]. Administrative Science Quarterly, 2014, 59(1): 34-72.
[3] Ou A.Y., Waldman D. A., Peterson S. J. Do Humble CEOs Matter? An Examination of CEO Humility and Firm Outcomes[J]. Journal of Management, 2018, 44(3): 1147-1173.
[4] Nielsen R., Marrone J.A. Humility: Our Current Understanding of the Construct and Its Role in Organizations[J]. International Journal of Management Reviews, 2018, 20(4): 805-824.
[5] 高日光,李胜兰. 真君子还是伪君子:谦卑型领导与行为一致性对员工情感承诺的影响[J]. 当代财经,2018,(12):83-91.
[6] 蔡地,马金鹏,孙艳,蔡亚华. 领导越谦卑,团队越有效?——地位冲突的中介作用[J]. 外国经济与管理,2018,(7):129-141.
[7] Zhang H., Ou A.Y., Tsui A. S., Wang H. CEO Humility, Narcissism and Firm Innovation: A Paradox Perspective on CEO Traits[J]. The Leadership Quarterly, 2017, 28(5): 585-604.
[8] 代同亮,雷星晖. 资源观视角下谦卑领导行为与二次创业绩效关系研究[J]. 科技进步与对策,2019,(6):146-152.
[9] O'Reilly C. A., Tushman M. L. Organizational Ambidexterity: Past, Present, and Future[J]. Academy of Management Perspectives, 2013, 27(4): 324-338.
[10] Fourné S.P., Rosenbusch N., Heyden M. L., Jansen J. J. Structural and Contextual Approaches to Ambidexterity: A Meta-Analysis of Organizational and Environmental Contingencies[J]. European Management Journal, 2019, 37(5): 564-576.
[11] Duncan R.B. The Ambidextrous Organization: Designing Dual Structures for Innovation[J]. The Management of Organization, 1976, 1(1): 167-188.
[12] Gibson C.B., Birkinshaw J. The Antecedents, Consequences, and Mediating Role of Organizational Ambidexterity[J]. Academy of Management Journal, 2004, 47(2): 209-226.
[13] Nishii L.H. The Benefits of Climate for Inclusion for Gender-Diverse Groups[J]. Academy of Management Journal, 2013, 56(6): 1754-1774.
[14] 孙秀丽,赵曙明. CEO冒险倾向对公司创业的影响:一个被调节的中介模型[J]. 科学学与科学技术管理,2019,(6):107-124.
[15] House R.J., Shamir B. Towards the Integration of Transformational, Charismatic, and Visionary Theories[M]// Chemers M. M., Ayman R. Leadership Theory and Research: Perspectives and Directions. San Diego: Academic Press, 1993.
[16] Choi J.N., Chang J. Y. Innovation Implementation in the Public Sector: An Integration of Institutional and Collective Dynamics[J]. Journal of Applied Psychology, 2009, 94(1): 245-253.
[17] Amabile T.M., Schatzel E. A., Moneta G. B., Kramer S. J. Leader Behaviors and the Work Environment for Creativity: Perceived Leader Support[J]. The Leadership Quarterly, 2004, 15(1): 5-32.
[18] Cox S.S. An Investigation of Forgiveness Climate and Workplace Outcomes[M]// Academy of Management Proceedings. New York: Academy of Management, 2011.
[19] 马璐,谢鹏,韦依依. 下属默契对员工主动担责行为的影响研究——目标清晰度中介效应与组织支持感调节效应[J]. 中国软科学,2020,(2):129-137.
[20] Eisenberger R., Huntington R., Hutchison S., Sowa D.Perceived Organizational Support[J]. Journal of Applied Psychology, 1986, 71(3): 500-507.
[21] 魏华飞,刘欣欣,李岩潞. 仁慈领导对员工创新绩效的影响:员工情绪状态和组织支持感的作用[J]. 东北农业大学学报(社会科学版),2018,(1):12-20.
[22] Hobfoll S.E. Conservation of Resources: A New Attempt at Conceptualizing Stress[J]. American Psychologist, 1989, 44(3): 513.
[23] 李志成,祝养浩,占小军. 创造力与职场不文明行为——基于自我损耗理论的视角[J]. 当代财经,2019,(9):72-81.
[24] Owens B.P., Johnson M. D., Mitchell T. R. Expressed Humility in Organizations: Implications for Performance, Teams, and Leadership[J]. Organization Science, 2013, 24(5): 1517-1538.
[25] Li C.R., Lin C. J., Tien Y. H., Chen C. M. A Multilevel Model of Team Cultural Diversity and Creativity: The Role of Climate for Inclusion[J]. The Journal of Creative Behavior, 2017, 51(2): 163-179.
[26] Chen Z.X., Aryee S., Lee C. Test of a Mediation Model of Perceived Organizational Support[J]. Journal of Vocational Behavior, 2005, 66(3): 457-470.
[27] He Z.L., Wong P. K. Exploration vs. Exploitation: An Empirical Test of the Ambidexterity Hypothesis[J]. Organization Science, 2004, 15(4): 481-494.
[28] Lubatkin M.H., Simsek Z., Ling Y., Veiga J. F. Ambidexterity and Performance in Small-to Medium-Sized Firms: The Pivotal Role of Top Management Team Behavioral Integration[J]. Journal of Management, 2006, 32(5): 646-672.
[29] Jeong S.H., Harrison D. A. Glass Breaking, Strategy Making, and Value Creating: Meta-Analytic Outcomes of Women as CEOs and TMT Members[J]. Academy of Management Journal, 2017, 60(4): 1219-1252.
[30] 景保峰,周霞. 包容研究前沿评述与展望[J]. 外国经济与管理,2017,(12):3-22.