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Exploring the impact of leader humility on different types of voice: the role of employee other-oriented motivations

Published online by Cambridge University Press:  16 June 2022

Qiwei Zhou  and
Keyu Chen Open the ORCID record for Keyu Chen [Opens in a new window]
Qiwei Zhou
Affiliation:
Management College, Ocean University of China, Qingdao 266100, China
Keyu Chen*
Affiliation:
School of Economics and Management, Tsinghua University, Beijing 100084, China
*
Author for correspondence: Keyu Chen, E-mail: chenky.18@sem.tsinghua.edu.cn
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Abstract

Drawing on social learning theory and taking a motivational perspective, this study mainly investigates how leader humility can promote employees' other-oriented motivations, and uncovers the other-serving motivational mechanism through which leader humility can impact their employees' different types of voice behavior. By collecting data from 152 leader–subordinate dyads through an online survey, the results revealed that leader humility was positively related to both employees' prosocial motivation and organizational concern motivation. Meanwhile, these two motivations play mediating roles in explaining how leader humility can positively affect employees' supportive voice and challenging voice. It is noteworthy that leader humility, which features highlighting the value and strength of others, is more likely to trigger employees' prosocial motivation and thus influence their voice behavior. This research extends our understanding of leader humility, employee motivation, and workplace voice. Practical implications and limitations of the results are also discussed.

Keywords

Leader humilityprosocial motivationorganizational concern motivationchallenging voicesupportive voice
Type
Research Article
Information
Journal of Management & Organization , First View , pp. 1 - 20
Copyright
Copyright © The Author(s), 2022. Published by Cambridge University Press in association with the Australian and New Zealand Academy of Management

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