Impact of Humble Leadership on Employees’ Innovative in Guangxi, China
Article Sidebar
Main Article Content
บทคัดย่อ
Humble leaders make employees’ perceive the humility of the leader through behavioral expressions, and this process shapes employees’ work attitudes and is an important consideration in the process of employees’ innovation. So, this research aims to 1. determine the effect of humble leadership, organizational support, and psychological empowerment on innovative behavior; 2. analyze whether psychological empowerment mediates the relationship between humble leadership and employees’ innovative behavior; and 3. analyze whether psychological empowerment mediates the relationship between organizational support and employees’ innovative behavior. The research result can conclude the discussion and recommendations. This study employed mixed research methods. The population in quantitative was managers working in Chinese enterprises in Guangxi by the 20-times rule with 12 dimensions derived from four variables. The sample size is 240 respondents. For a qualitative study of 10 key experts in employees’ innovative behavior, an interview was conducted, and convenient sampling was used to choose the respondents. The research tools were a questionnaire and interview. This study found that 1. humble leadership and organizational support positively and directly affected psychological empowerment, and psychological empowerment positively and directly affected innovative behavior. 2. The psychological empowerment mediates the relationship between humble leadership and employees’ innovative behavior; indirect effects,3. the psychological empowerment mediates the relationship between organizational support and employees’ innovative behavior; indirect effects. However, this study found many approaches and theories to improve employees’ innovative behavior.
Article Details
อนุญาตภายใต้เงื่อนไข Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.
เอกสารอ้างอิง
Amabile, T. M. (1988). A model of creativity and innovation in organizations. Research in Organizational Behavior, 10, 123–167.
Amabile, T. M. & Gryskiewicz, N. D. (1987). Creativity in the R&D laboratory (Technical Report No. 30). Center for Creative Leadership.
Aryee, S. & Chen, Z. X. (2006). Leader–member exchange in a Chinese context: Antecedents, the mediating role of psychological empowerment and outcomes. Journal of Business Research, 59(7), 793–801. https://doi.org/10.1016/j.jbusres.2005.03.003
Ashforth, B. E., & Mael, F. (1989). Social identity theory and the organization. Academy of Management Review, 14(1), 20–39. https://doi.org/10.5465/amr.1989.4278999
Blau, P. M. (1988). Exchange and power in social life. Transaction Publishers.
Conger, J. A. & Kanungo, R. N. (1988). The empowerment process: Integrating theory and practice. Academy of Management Review, 13(3), 471–482. https://doi.org/10.2307/258093
Delbridge, R. (2003). Lean manufacturing, social relations, and performance in the workplace. British Journal of Industrial Relations, 41(2), 241–257.
Eisenberger, R., Huntington, R., Hutchison, S. & Sowa, D. (1986). Perceived organizational support. Journal of Applied Psychology, 71(3), 500–507.
Ellis, A. (1962). Reason and emotion in psychotherapy. Lyle Stuart.
Ford, C. M. (1996). A theory of individual creative action in multiple social domains. Academy of Management Review, 21(4), 1112–1142. https://doi.org/10.5465/amr.1996.9704071865
Fu, H. & Duan, W. (2013). Features and motivation of new generation staff in China: Thinking caused by various hot events. Social Scientists, 2013(1).
Gu, Y. & Li, P. (2014). The influence of humble leadership on employee voice behavior: The mediating role of psychological ownership. Nankai Business Review, 17(4), 123–132.
Janssen, O. (2005). The impact of perceived influence and supervisor supportiveness on employee innovative behaviour. Journal of Occupational and Organizational Psychology, 78(4), 573–579.
Liu, J., Wang, H. & Liu, Y. (2013). Work-to-family spillover effects of workplace ostracism: The role of job stress. Open Journal of Medical Psychology, 2(3), 131–138.
Oldham, G. R. & Cummings, A. (1996). Employee creativity: Personal and contextual factors at work. Academy of Management Journal, 39(3), 607–634.
Radaelli, G., Lettieri, E., Mura, M. & Spiller, N. (2014). Knowledge sharing and innovative work behavior: The role of work design practices. Journal of Business Research, 67(7), 1287–1294.
Ryan, R. M. & Deci, E. L. (2000). Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being. American Psychologist, 55(1), 68–78.
Scott, S. G. & Bruce, R. A. (1994). Determinants of innovative behavior: A path model of individual innovation in the workplace. Academy of Management Journal, 37(3), 580–607.
Shin, S. J. & Zhou, J. (2007). When is educational specialization heterogeneity related to creativity in research and development teams? Transformational leadership as a moderator. Journal of Applied Psychology, 92(6), 1709–1721. https://doi.org/10.1037/0021-9010.92.6.1709
Sluss, D. M. & Ashforth, B. E. (2007). Relational identity and identification: Defining ourselves through work relationships. Academy of Management Review, 32(1), 9–32.
Spreitzer, G. M. (1995). Psychological empowerment in the workplace: Dimensions, measurement, and validation. Academy of Management Journal, 38(5), 1442–1465.
Szulanski, G. (2002). Sticky knowledge: Barriers to knowing in the firm. SAGE Publications.
Tang, H. Y., Long, L. R. & Zhou, R. Y. (2015). Humble leadership behavior and subordinate work engagement: A moderated mediation model. Management Science, 28(3), 77–89.
Tang, H. & Ye, T. (2015). The impact of humble leadership on employee innovative behavior: The role of psychological capital and growth need strength. Studies in Science of Science, 33(9), 1421–1430.
Tierney, P. (1999). Work relations as a precursor to a psychological climate for change: The role of work group supervisors and peers. Journal of Organizational Change Management, 12(2), 120–133. https://doi.org/10.1108/09534819910263668
Vroom, V. H. (1964). Work and motivation. Wiley.
Woodman, R. W., Sawyer, J. E. & Griffin, R. W. (1993). Toward a theory of organizational creativity. Academy of Management Review, 18(2), 293–321. https://doi.org/10.2307/258761
Yuan, F. & Woodman, R. W. (2010). Innovative behavior in the workplace: The role of performance and image outcome expectations. Academy of Management Journal, 53(2), 323–342. https://doi.org/10.5465/amj.2010.49388995
Zhang, H. & Gao, Z. (2014). Curriculum studies in China: Retrospect and prospect. In W. F. Pinar (Ed.), International handbook of curriculum research (pp. 329–338). Routledge.
Zhang, J., Zhang, J. B., Li, Y. & Deci, E. L. (2010). Effective paths to enhance work motivation: A perspective from self-determination theory. Advances in Psychological Science, 18(5), 752–759.
Zhang, Y., Long, L., Wu, T. & Huang, X. (2015). When is pay related to creativity? Moderating effects of implementation and presentation. Journal of Organizational Behavior, 36(1), 64–86.
