The Influence of Humble Leadership on Employee Spanning Behavior: The Role of Organization-based Self-esteem and Environmental Uncertainty

Abstract

Abstract: In this study, we try to examine the effect of humble leadership on employee spanning behavior, and the mediating role of organization-based self-esteem, as well as the moderating role of environmental uncertainty between humble leadership and employee spanning behavior in the Chinese organization context. Based on the self-concept theory, this study constructs a moderated mediation model, which integrates relationships mentioned above. Data are collected from 276 employees from 4 technology companies through 2 wave surveys. Hierarchical regression modeling is used to test the hypotheses we proposed. In line with our hypotheses, regression results show that:(1) humble leadership has a significant positive influence on employee spanning behavior; (2) organization-based self-esteem partially mediates the relationship between humble leadership and employee spanning behavior; (3) environmental uncertainty significantly moderates the relationship between humble leadership and employee spanning behavior, namely the influence of humble leadership on employee spanning behavior will be stronger when environmental uncertainty is high; (4) environmental uncertainty moderates the mediating relationship between humble leadership and employee spanning behavior via organization-based self-esteem, such that the mediating effect will be strengthened when environmental uncertainty is high.

Key words: humble leadership, employee spanning behavior, organization-based self-esteem, environmental uncertainty

Zhang Zheng. The Influence of Humble Leadership on Employee Spanning Behavior: The Role of Organization-based Self-esteem and Environmental Uncertainty[J]. Management Review, 2021, 33(3): 202-212.

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