Research on the Negative Effects of Humble Leadership: From the Perspective of Social Cognitive Theory

Abstract

Abstract: Previous studies on humble leadership have discussed too much on its positive effects and ignored its possible negative effects. From the perspective of social cognitive theory, this paper discusses how and when humble leadership will induce employees’ workplace deviant behaviors. Through an analysis of the data of 251 leader-employee pairs from central China, it is found that the employees’ power distance orientation positively moderates the relationship between humble leadership and employees’ workplace status perception, that the employees’ workplace status perception has a significantly positive correlation with the workplace deviant behavior, and that, meanwhile, the employees’ workplace status perception mediates the influence of the interaction between humble leadership and the employees’ power distance orientation on the employees’ workplace deviant behavior.

Key words: humble leadership, power distance orientation, workplace status perception, workplace deviant behavior

CLC Number:

F272.92

CAO Yuan-kun, QIN Feng, ZHANG Yan-nan. Research on the Negative Effects of Humble Leadership: From the Perspective of Social Cognitive Theory[J]. Contemporary Finance & Economics, 2021, 0(3): 78-87.

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