TY - JOUR
T1 - Is humility in leadership a promoter of employee voice? A moderated mediation model
AU - Siachou, Evangelia
AU - Chaudhuri, Ranjan
AU - Chatterjee, Sheshadri
AU - Vrontis, Demetris
AU - Kastanakis, Minas
AU - Barouta, Markella
N1 - Publisher Copyright:
© 2024 Elsevier Ltd
PY - 2024
Y1 - 2024
N2 - Purpose: In this study, we provide a better understanding of the role of leader humility in employee voice by examining simultaneously the mediating role of intention to share knowledge and the moderating role of organizational tenure. Design/methodology: We developed and tested a mediated moderation model. The study hypotheses were tested with partial least squares structural equation modeling techniques. Findings: Results from 309 medical representatives supported the study hypotheses, indicating that leader humility is related to employee voice via intention to share knowledge, and this relationship is stronger for shorter-tenured employees than for longer-tenured ones. The study also provides implications for both theory and practice. Practical implications: The study provides empirical evidence in support of the positive effect of leader humility on employee voice. Therefore, we suggest that executive administration should pay particular attention to promoting humility in leadership to appropriately manage extra-role behavior such as employee voice. Originality: Recently, leader humility has attracted scholarly attention in organization studies. It is considered a key antecedent of employees’ extra-role behavior and a contextual factor that is associated with many positive employee and organizational outcomes.
AB - Purpose: In this study, we provide a better understanding of the role of leader humility in employee voice by examining simultaneously the mediating role of intention to share knowledge and the moderating role of organizational tenure. Design/methodology: We developed and tested a mediated moderation model. The study hypotheses were tested with partial least squares structural equation modeling techniques. Findings: Results from 309 medical representatives supported the study hypotheses, indicating that leader humility is related to employee voice via intention to share knowledge, and this relationship is stronger for shorter-tenured employees than for longer-tenured ones. The study also provides implications for both theory and practice. Practical implications: The study provides empirical evidence in support of the positive effect of leader humility on employee voice. Therefore, we suggest that executive administration should pay particular attention to promoting humility in leadership to appropriately manage extra-role behavior such as employee voice. Originality: Recently, leader humility has attracted scholarly attention in organization studies. It is considered a key antecedent of employees’ extra-role behavior and a contextual factor that is associated with many positive employee and organizational outcomes.
KW - Employee voice
KW - Humility
KW - Intention to share knowledge
KW - Leadership
KW - Medical representatives
KW - Organizational tenure
UR - http://www.scopus.com/inward/record.url?scp=85185588014&partnerID=8YFLogxK
U2 - 10.1016/j.emj.2024.02.004
DO - 10.1016/j.emj.2024.02.004
M3 - Article
AN - SCOPUS:85185588014
SN - 0263-2373
JO - European Management Journal
JF - European Management Journal
ER -