Is humility in leadership a promoter of employee voice? A moderated mediation model

Evangelia Siachou, Ranjan Chaudhuri, Sheshadri Chatterjee, Demetris Vrontis, Minas Kastanakis, Markella Barouta

    Research output: Contribution to journalArticlepeer-review


    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.

    Original languageEnglish
    JournalEuropean Management Journal
    Publication statusAccepted/In press - 2024


    • Employee voice
    • Humility
    • Intention to share knowledge
    • Leadership
    • Medical representatives
    • Organizational tenure


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