| I am Full of Energy to Speak Up When You Are Humble: Examining Leader Humility in Organizations from the Theory of Relational Energy |
Received:October 09, 2017 Revised:October 09, 2017 |
Key Words: Leader humility; perceived relational energy; power distance; employee voice behavior. |
| Author Name | Affiliation | | Chao Ma* | The Australian National University | | Chia-Huei Wu | London School of Economics and Political Science | | Zhen Xiong Chen | The Australian National University | | Wu Wei | Wuhan University |
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Abstract: |
| Scholars and practitioners alike have recognized that a popular leadership approach of leader humility is an important factor affecting employee outcomes. In response to calls for more research theorizing and examining effects and benefits of leader humility, we propose a moderating mediation model to delineate the effects of leader humility on employee voice behavior. Building on the theory of relational energy proposed by Owen and his colleagues (2016), we hypothesize that when a leader acts humbly, the subordinate is more likely to have a stronger sense of receiving psychological resources as a social interactionist (i.e., perceived relational energy). As a result, this subordinate will be more likely to engage in voice behavior. Meanwhile, we hypothesize that the individual level cultural value of power distance orientation moderates the relationships between leader humility and employee’s perceived relational energy. We tested the model with multi-time (Time-lagged) and multi-source (i.e., supervisors and subordinates) survey data in China. Our research provides insights on leadership research and helps organizations develop effective strategy to motivate and support their workforce. |
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