TITLE:
Does Humble Leadership Behavior Promote Employees’ Voice Behavior?—A Dual Mediating Model
AUTHORS:
Chaoyu Liu
KEYWORDS:
Humble Leadership Behavior, Trust in Leadership, Positive Affect, Voice Behavior
JOURNAL NAME:
Open Journal of Business and Management,
Vol.4 No.4,
October
7,
2016
ABSTRACT: Humble leadership behavior consists of acknowledging personal faults, mistakes and
limits; spotlighting their followers’ contributions and strengths; modeling teachability.
Previous studies have suggested that humble leadership behavior leads to a number
of positive outcomes for organizations, such as high levels of learning goal orientation,
performance and engagement, yet almost nothing has been confirmed by empirical
research and the mechanism through which humble leadership behavior influences
follower’s behavior is still unclear. In this paper, we explore the potential
mediator between humble leadership behavior and employee’s voice behavior by
examining the mediating role of trust in leadership and positive affect. The results of
this study expand our understanding of mechanisms of humble leadership behavior
in Chinese context. It has a certain amount of theoretical and managerial implications.