A Study of the Impact of Humble Leadership on Employees' Helping Behavior

Abstract

Abstract: In recent years, the impact of humble leadership on employees' work behaviors and attitudes has received much attention. As a leadership that pays more attention to employees' opinions and development, humble leadership may promote employees to exhibit more pro-social helping behaviors. Based on the social exchange theory, this paper makes an analysis of 257 pieces of multi-time point data and examines the mediating effect of trust in supervisors between humble leadership and employees' helping behavior and the moderating effect of perceived organizational support. The results suggest that trust in supervisor can play a mediating role between the humble leadership and employee's helping behavior. And employees' perceived organizational support can moderate the impacts of employees' trust in supervisor on employees' helping behavior in a positive way. Meanwhile, employees' perceived organizational support can also positively moderate the indirect effect of humble leadership on employees' helping behavior through trust in supervisors; whereas the moderating effect of trust in supervisors in the indirect effect of humble leadership on employees' passive helping behaviors is not significantly. The study of the relationship between humble leadership and employees' helping behavior can help to deepen the discussion of mechanism of humble leadership and offer implications on how to motivate employees' helping behavior.

Key words: humble leadership, trust in the leaders, helping behavior, perceived organizational support, the social exchange theory

CLC Number:

F272.92

LUO Wen-hao, CHEN Jia-ying. A Study of the Impact of Humble Leadership on Employees' Helping Behavior[J]. Contemporary Finance & Economics, 2020, 0(5): 76-86.

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