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Watching you descend, I help others rise: the influence of leader humility on prosocial motivation

Published online by Cambridge University Press:  30 July 2021

Anthony Silard ,
Chao Miao Open the ORCID record for Chao Miao [Opens in a new window]  and
Bradley P. Owens
Anthony Silard
Affiliation:
Department of Public Administration, California State University San Bernardino, San Bernardino, CA92407-2393, USA
Chao Miao*
Affiliation:
Department of Management and Marketing, Franklin P. Perdue School of Business, Salisbury University, Salisbury, MD21801, USA
Bradley P. Owens
Affiliation:
Romney Institute of Public Service and Ethics, Marriott School of Business, Brigham Young University, Provo, UT84602-3113, USA
*
*Corresponding author. E-mail: cxmiao@salisbury.edu
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Abstract

The fundamental nature of humility and prosocial motivation entails transcending self-interest to enact behaviors that benefit others. We theorize that leader humility may enact a self-transcendent contagion effect that will manifest in enhanced follower prosocial motivation. Due to the fundamental nature of humility, this construct holds great promise in understanding how contextual signals (i.e., leader behaviors) shape prosocial motivation in followers. In this study, we find that leader humility impacts follower prosocial motivation through followers' perception of work meaningfulness. Specifically, we found that leader humility is positively related to prosocial motivation. We also found that this relationship is mediated by followers' perception of work meaningfulness, and that this mediation is moderated by followers' perception of relational vitality. Theoretical and practical implications are discussed.

Keywords

Leader humilityprosocial motivationwork meaningfulness
Type
Research Article
Information
Journal of Management & Organization , First View , pp. 1 - 16
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2021

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