RT Article
T1 Why and When Employees Like to Speak up More Under Humble Leaders? The Roles of Personal Sense of Power and Power Distance
JF Journal of business ethics
VO 158
IS 4
SP 937
OP 950
A1 Lin, Xiaoshuang
A1 Chen, Zhen Xiong
A1 Tse, Herman H. M.
A1 Wei, Wu
A1 Ma, Chao
A2 Chen, Zhen Xiong
A2 Tse, Herman H. M.
A2 Wei, Wu
A2 Ma, Chao
LA English
YR 2019
UL https://ixtheo.de/Record/1785600575
AB Research investigating the underlying mechanisms and boundary conditions under which leader humility influences employee voice remains underdeveloped. Drawing from approach–inhibition theory of power and leader humility literature, we developed a moderated-mediation model in which personal sense of power (i.e., employees’ ability to influence other individuals such as their leader) was theorized as a unique mechanism underlining why employees feel motivated to speak up under the supervision of humble leaders. Additionally, the cultural value of power distance was proposed to be a relevant boundary condition to influence such relationship. We tested the model using time-lagged supervisor–subordinate matched data. Results of mixed models analyses provided support for our hypotheses confirming that employees’ personal sense of power mediates the relationship between leader humility and employee voice, and such relationship was found to be stronger when employees’ power distance was lower rather than higher.
K1 The approach–inhibition theory of power
K1 Voice
K1 Personal sense of power
K1 Leader humility
DO 10.1007/s10551-017-3704-2