1. Business school, Renmin University of China, Beijing 100872, China 2. School of Economics and Management, North China University of Technology, No. 5 Jinyuanzhuang Road, Shijingshan District, Beijing 100144, China 3. School of Business Administration, Hebei University of Economics and Business, Shijiazhuang, China 4. School of Economics and Management, Tsinghua University, Beijing, China
Leader humility has emerged as an important topic in understanding the role of leadership in organizations in recent years. Though it was found to enhance subordinates’ work performance and positive work behaviors, we are unaware of the psychological mechanism and boundary conditions underlying leader humility and employees’ negative behaviors toward leaders. Drawing on social exchange theory and using a multistage sample including 273 employees and 55 supervisors in China, we demonstrated a negative indirect effect between leader humility and subordinates’ counterproductive work behaviors toward supervisors (CWB-S) via interpersonal justice and trust in supervisor. Furthermore, we find that leader political skill moderates the effect of leader humility on interpersonal justice and trust in supervisor. The indirect effect of leader humility on subordinates’ CWB-S through interpersonal justice is stronger when leader political skill is high, suggesting a moderated mediation model. Finally, we discuss the theoretical contributions and practical implications of this study, and highlight future directions for research on leader humility.
. [J]. Frontiers of Business Research in China, 2019, 13(4): 431-448.
Yue Wang, Wenhao Luo, Jing Zhang, Yirong Guo. More humility, less counterproductive work behaviors? The role of interpersonal justice and trust. Front. Bus. Res. China, 2019, 13(4): 431-448.
