Abstract

 In recent years, humble leadership has gained popularity. Researchers and managers respect humble leaders, especially in today's fast-paced economic world. There is little theoretical and empirical research on small leadership's effectiveness. Leadership style strongly affects employees' behavior. Humble leaders—self-aware, open to feedback, and appreciative—improve staff performance, according to research. Research shows humble leadership boosts employee engagement and satisfaction. The effectiveness of modest leadership in fostering proactive employee behavior needs further study. This literature study examines how humble leadership styles effect hotel chain employees' initiative. Conscientiousness moderates modest leadership and proactive activities, according to research. Researchers found that conscientiousness boosted modest leadership's effect on proactive behavior across cultures. Conscientiousness mediates modest leadership and proactive action. Modest leadership supported proactive activities because conscientiousness buffered the interaction. When leaders displayed humility by applauding coworkers' talents and accomplishments, staff, especially conscientious ones, felt more faith in their own abilities. Companies that respect conscientiousness as a cultural characteristic are more likely to link humble leadership and proactive actions. Humble leaders' styles may impact conscientiousness' moderating effect.

Keywords

• Humble Leadership,
• Employees’ Proactive Behavior,
• Chain Hotels

References

• • Abbas J. Ali, Abdullah Al‐Owaihan, (2008)" Islamic work ethic: a critical review", Cross Cultural Management: An International Journal, Vol. 15 Issue: 1, pp. 5-19, https. International Journal, 15(1), 5-19.
• • Amabile, T. M. (1988). A model of creativity and innovation in organizations. Research in organizational behavior, 10(1), 123-167.
• • Avolio, B. J., Walumbwa, F. O., & Weber, T. J. (2009). Leadership: Current theories, research, and future directions. Annual review of psychology, 60, 421-449.
• • Aspinwall, L. G., & Pengchit, W. (2020). Positive psychology. In Encyclopedia of behavioral medicine (pp. 1713-1720). Cham: Springer International Publishing.
• • Barrick, M. R., & Mount, M. K. (2012). Select on conscientiousness and emotional stability. Handbook of Principles of Organizational Behavior: Indispensable Knowledge for Evidence‐Based Management, 19-39.
• • Bandura, A. (1986). The explanatory and predictive scope of self-efficacy theory. Journal of social and clinical psychology, 4(3), 359-373.
• • Beehr, T. A., Jex, S. M., Stacy, B. A., & Murray, M. A. (2000). Work stressors and coworker support as predictors of individual strain and job performance. Journal of organizational behavior, 21(4), 391-405.
• • Burns, J. M. (1978). Leadership. New York: Harper & Row.
• • Bindl, U. K., Parker, S. K., Totterdell, P., & Hagger-Johnson, G. (2012). Fuel of the self-starter: how mood relates to proactive goal regulation. Journal of Applied Psychology, 97(1), 134.
• • Chandler, J. A., Johnson, N. E., Jordan, S. L., & Short, J. C. (2023). A meta-analysis of humble leadership: Reviewing individual, team, and organizational outcomes of leader humility. The Leadership Quarterly, 34(1), 101660.
• • Chen, C. Y., Chou, Y. L., & Lee, C. S. (2021). Social innovation, employee value cocreation, and organizational citizenship behavior in a sport-related social enterprise: Mediating effect of corporate social responsibility. Sustainability, 13(22), 12582.
• • Chiaburu, D. S., & Harrison, D. A. (2008). Do peers make the place? Conceptual synthesis and meta-analysis of coworker effects on perceptions, attitudes, OCBs, and performance. Journal of applied psychology, 93(5), 1082.
• • Chen, Y., Zhou, X., & Klyver, K. (2019). Collective efficacy: Linking paternalistic leadership to organizational commitment. Journal of Business Ethics, 159, 587-603.
• • Chen, C., Feng, J., Liu, X., & Yao, J. (2021). Leader humility, team job crafting and team creativity: the moderating role of leader–leader exchange. Human Resource Management Journal, 31(1), 326-340.
• • Costa, P. T., & McCrae, R. R. (2019). Age differences in personality structure revisited: Studies in validity, stability, and change. In Being and Becoming Old (pp. 141-154). Routledge.
• • Collins, H. M. (2001). Tacit knowledge, trust, and the Q of sapphire. Social studies of science, 31(1), 71-85.
• • Chiu, C. Y. C., Owens, B. P., & Tesluk, P. E. (2016). Initiating and utilizing shared leadership in teams: The role of leader humility, team proactive personality, and team performance capability. Journal of applied psychology, 101(12), 1705.
• • Demerouti, E., Bakker, A. B., & Xanthopoulou, D. (2019). Job demands-resources theory and the role of individual cognitive and behavioral strategies. The fun and frustration of modern working life: Contributions from an occupational health psychology perspective, 94-104.
• • Dong, Z., Tan, Y., Wang, L., Zheng, J., & Hu, S. (2021). Green supply chain management and clean technology innovation: An empirical analysis of multinational enterprises in China. Journal of Cleaner Production, 310, 127377.
• • Du, Y., Zhang, L., & Zhang, Z. (2019). Resources matter: combined influence of job demands and job control on creative process engagement. The Journal of Psychology, 153(2), 141-160.
• • Exline, J. J., & Geyer, A. L. (2004). Perceptions of humility: A preliminary study. Self and Identity, 3(2), 95-114.
• • Eurich, T. L. (2018). Knitting Together a Community: Understanding Cultural Reaffiliation in Hobby-Centric Social Media Communities (Doctoral dissertation, Regent University).
• • Farid, T., Iqbal, S., Khan, A., Ma, J., Khattak, A., & Naseer Ud Din, M. (2020). The impact of authentic leadership on organizational citizenship behaviors: the mediating role of affective‐and cognitive-based trust. Frontiers in Psychology, 11, 1975.
• • Fay, D., & Frese, M. (2001). The concept of personal initiative: An overview of validity studies. Human performance, 14(1), 97-124.
• • Frese, M., Kring, W., Soose, A., & Zempel, J. (1996). Personal initiative at work: Differences between East and West Germany. Academy of Management journal, 39(1), 37-63.
• • Frese, M., Fay, D., Hilburger, T., Leng, K., & Tag, A. (1997). The concept of personal initiative: Operationalization, reliability, and validity in two German samples. Journal of occupational and organizational psychology, 70(2), 139-161.
• • Ford, J., Harding, N., & Gilmore, S. (2023). Re/searching leadership: A critique in two agonies and nine fits. human relations, 76(6), 809-832.
• • Griffin, M. A., Neal, A., & Parker, S. K. (2007). A new model of work role performance: Positive behavior in uncertain and interdependent contexts. Academy of management journal, 50(2), 327-347.
• • Greenleaf, R. (1977). Servant leadership: A journey into the nature of legitimate power and greatness. New York: Paulist Press, 5.
• • Hao, P., He, W., & Long, L. R. (2018). Why and when empowering leadership has different effects on employee work performance: The pivotal roles of passion for work and role breadth self-efficacy. Journal of Leadership & Organizational Studies, 25(1), 85-100.
• • Hughes, R. L., Beatty, K. M., & Dinwoodie, D. (2013). Becoming a strategic leader: Your role in your organization's enduring success. John Wiley & Sons.
• • Johnson, C., & Williams, B. (2020). Gender and Political Leadership in a Time of COVID. Politics & Gender, 16(4), 943-950.
• • Judge, T. A., Weiss, H. M., Kammeyer-Mueller, J. D., & Hulin, C. L. (2017). Job attitudes, job satisfaction, and job affect: A century of continuity and of change. Journal of applied psychology, 102(3), 356.
• • Keogh, T. J., Robinson, J. C., & Parnell, J. M. (2019). Assessing behavioral styles among nurse managers: Implications for leading effective teams. Hospital topics, 97(1), 32-38.
• • Kark, R., & Carmeli, A. (2009). Alive and creating: The mediating role of vitality and aliveness in the relationship between psychological safety and creative work involvement. Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 30(6), 785-804.
• • Kim, L. E., Jörg, V., & Klassen, R. M. (2019). A meta-analysis of the effects of teacher personality on teacher effectiveness and burnout. Educational psychology review, 31, 163-195
• • Lee, Y., Berry, C. M., & Gonzalez-Mulé, E. (2019). The importance of being humble: A meta-analysis and incremental validity analysis of the relationship between honesty-humility and job performance. Journal of Applied Psychology, 104(12), 1535.
• • Lee, H. W., Pak, J., Kim, S., & Li, L. Z. (2019). Effects of human resource management systems on employee proactivity and group innovation. Journal of Management, 45(2), 819-846.
• • Liden, R. C., Wayne, S. J., & Sparrowe, R. T. (2000). An examination of the mediating role of psychological empowerment on the relations between the job, interpersonal relationships, and work outcomes. Journal of applied psychology, 85(3), 407.
• • Liao, Z., & Zhang, M. (2020). The influence of responsible leadership on environmental innovation and environmental performance: The moderating role of managerial discretion. Corporate Social Responsibility and Environmental Management, 27(5), 2016-2027.
• • Li, C., Zhang, F., Cao, C., Liu, Y., & Qu, T. (2019). Organizational coordination in sustainable humanitarian supply chain: An evolutionary game approach. Journal of cleaner production, 219, 291-303.
• • Luo, B., Zheng, S., Ji, H., & Liang, L. (2018). Ambidextrous leadership and TMT-member ambidextrous behavior: the role of TMT behavioral integration and TMT risk propensity. The International Journal of Human Resource Management, 29(2), 338-359.
• • Lyubykh, Z., Turner, N., Hershcovis, M. S., & Deng, C. (2022). A meta-analysis of leadership and workplace safety: Examining relative importance, contextual contingencies, and methodological moderators. Journal of Applied Psychology.
• • Mitrovica, J. X., Gomez, N., & Clark, P. U. (2009). The sea-level fingerprint of West Antarctic collapse. Science, 323(5915), 753-753.
• • Montani, F., & Dagenais-Desmarais, V. (2018). Unravelling the relationship between role overload and organizational citizenship behaviour: A test of mediating and moderating effects. European Management Journal, 36(6), 757-768.
• • Morris, J. H., & Steers, R. M. (1980). Structural influences on organizational commitment. Journal of Vocational Behavior, 17(1), 50-57.
• • Morris, J. A., Brotheridge, C. M., & Urbanski, J. C. (2005). Bringing humility to leadership: Antecedents and consequences of leader humility. Human relations, 58(10), 1323-1350.
• • Oc, B., Bashshur, M. R., Daniels, M. A., Greguras, G. J., & Diefendorff, J. M. (2015). Leader humility in Singapore. The Leadership Quarterly, 26(1), 68-80.
• • Owens, B. P., Johnson, M. D., & Mitchell, T. R. (2013). Expressed humility in organizations: Implications for performance, teams, and leadership. Organization Science, 24(5), 1517-1538.
• • Owens, B. P., & Hekman, D. R. (2016). How does leader humility influence team performance? Exploring the mechanisms of contagion and collective promotion focus. Academy of Management journal, 59(3), 1088-1111.
• • Owens, B. P., & Hekman, D. R. (2012). Modeling how to grow: An inductive examination of humble leader behaviors, contingencies, and outcomes. Academy of Management journal, 55(4), 787-818.
• • Owens, B. P., Johnson, M. D., & Mitchell, T. R. (2013). Expressed humility in organizations: Implications for performance, teams, and leadership. Organization Science, 24(5), 1517-1538.
• • Ou, A. Y., Tsui, A. S., Kinicki, A. J., Waldman, D. A., Xiao, Z., & Song, L. J. (2014). Humble chief executive officers’ connections to top management team integration and middle managers’ responses. Administrative science quarterly, 59(1), 34-72.
• • Owens, B. P., Wallace, A. S., & Waldman, D. A. (2015). Leader narcissism and follower outcomes: The counterbalancing effect of leader humility. Journal of applied psychology, 100(4), 1203.
• • OWENS, B. P. (2009, August). The utility of humility in organizations: Establishing construct, nomological, and predictive validity. In Academy of Management Proceedings (Vol. 2009, No. 1, pp. 1-6). Briarcliff Manor, NY 10510: Academy of Management.
• • Parra Vargas, E., Philip, J., Carrasco-Ribelles, L. A., Alice Chicchi Giglioli, I., Valenza, G., Marín-Morales, J., & Alcañiz Raya, M. (2023). The neurophysiological basis of leadership: a machine learning approach. Management Decision, 61(6), 1465-1484.
• • Parker, S. K., Williams, H. M., & Turner, N. (2006). Modeling the antecedents of proactive behavior at work. Journal of applied psychology, 91(3), 636.
• • Parker, S. K., Bindl, U. K., & Strauss, K. (2010). Making things happen: A model of proactive motivation. Journal of management, 36(4), 827-856.
• • Parker, S. K., & Collins, C. G. (2010). Taking stock: Integrating and differentiating multiple proactive behaviors. Journal of management, 36(3), 633-662.
• • Pearce, C. L. (2004). The future of leadership: Combining vertical and shared leadership to transform knowledge work. Academy of Management Perspectives, 18(1), 47-57.
• • Rafferty, A. E., & Griffin, M. A. (2006). Refining individualized consideration: Distinguishing developmental leadership and supportive leadership. Journal of occupational and organizational psychology, 79(1), 37-61.
• • Rowatt, W. C., Powers, C., Targhetta, V., Comer, J., Kennedy, S., & Labouff, J. (2006). Development and initial validation of an implicit measure of humility relative to arrogance. The Journal of Positive Psychology, 1(4), 198-211.
• • Roberts, B. W., Chernyshenko, O. S., Stark, S., & Goldberg, L. R. (2005). The structure of conscientiousness: An empirical investigation based on seven major personality questionnaires. Personnel Psychology, 58(1), 103-139.
• • Seibert, S. E., Kraimer, M. L., & Crant, J. M. (2001). What do proactive people do? A longitudinal model linking proactive personality and career success. Personnel psychology, 54(4), 845-874.
• • Silard, A., Miao, C., & Owens, B. P. (2021). Watching you descend, I help others rise: the influence of leader humility on prosocial motivation. Journal of Management & Organization, 1-16.
• • Spreitzer, G. M. (1995). Psychological empowerment in the workplace: Dimensions, measurement, and validation. Academy of management Journal, 38(5), 1442-1465.
• • Smith, S., Taylor-Smith, E., Bacon, L., & Mackinnon, L. (2019). Equality of opportunity for work experience? Computing students at two UK universities “play the game”. British Journal of Sociology of Education, 40(3), 324-339.
• • Sonnentag, S., & Fritz, C. (2007). The Recovery Experience Questionnaire: development and validation of a measure for assessing recuperation and unwinding from work. Journal of occupational health psychology, 12(3), 204.
• • Song, C., & Lee, C. H. (2020). The effect of service workers' proactive personality on their psychological withdrawal behaviors: a moderating effect of servant leadership. Leadership & Organization Development Journal, 41(5), 653-667.
• • Skakon, J., Nielsen, K., Borg, V., & Guzman, J. (2010). Are leaders' well-being, behaviours and style associated with the affective well-being of their employees? A systematic review of three decades of research. Work & stress, 24(2), 107-139.
• • Tangney, J. P. (2000). Humility: Theoretical perspectives, empirical findings and directions for future research. Journal of Social and Clinical Psychology, 19(1), 70-82.
• • Tett, R. P., & Burnett, D. D. (2003). A personality trait-based interactionist model of job performance. Journal of Applied psychology, 88(3), 500.
• • Thomas, K. W., & Velthouse, B. A. (1990). Cognitive elements of empowerment: An “interpretive” model of intrinsic task motivation. Academy of management review, 15(4), 666-681.
• • Tracey, J. B., & Hinkin, T. R. (2008). Contextual factors and cost profiles associated with employee turnover. Cornell Hospitality Quarterly, 49(1), 12-27.
• • Vera, D., & Rodriguez-Lopez, A. (2004). Strategic virtues: humility as a source of competitive advantage. Organizational dynamics, 33(4), 393-408.
• • Voss, M., Hoebertz, M., Bosak, O., Mohsenzadeh, F., Schnebbe, M., Poeppelbuss, J., & Eisenbeiss, M. (2021). Privacy-Centered Design Principles for Employee-Determined Data Collection and Use in Personalized Assistance Systems.
• • Wang, X., Li, H., & Yin, H. (2020). Antecedents and consequences of creativity in teams: When and how leader humility promotes performance via team creativity. The Journal of Creative Behavior, 54(4), 843-856.
• • Wang, C., Xu, J., Zhang, T. C., & Li, Q. M. (2020). Effects of professional identity on turnover intention in China's hotel employees: The mediating role of employee engagement and job satisfaction. Journal of Hospitality and Tourism Management, 45, 10-22.
• • Wang, H., Wang, L., & Liu, C. (2018). Employee competitive attitude and competitive behavior promote job-crafting and performance: A two-component dynamic model. Frontiers in psychology, 9, 2223.
• • Wang, Y., Zheng, Y., & Zhu, Y. (2018). How transformational leadership influences employee voice behavior: The roles of psychological capital and organizational identification. Social Behavior and Personality: an international journal, 46(2), 313-321.
• • Wu, M., Li, W., Zhang, L., Zhang, C., & Zhou, H. (2023). Workplace suspicion, knowledge hiding, and silence behavior: A double-moderated mediation model of knowledge-based psychological ownership and face consciousness. Frontiers in Psychology, 14, 982440.
• • Xie, F., Liu, C., Li, S., Lin, Z., & Huang, Y. (2018). Long-term strategic planning of inter-city fast charging infrastructure for battery electric vehicles. Transportation Research Part E: Logistics and Transportation Review, 109, 261-276.
• • Xu Linyi, Kang Wanzhu, Zhang Jichang & Zhang Juncheng (2019). The impact of challenging stressors on employee proactive behavior: the role of professional mission and empowering leadership. Technology and Economy (01), 66-70. doi: 10.14059/j.cnki.cn32-1276n.2019.01.014
• • Yao, W.T., 2000. Confucian culture as world culture. In: H.T. Cheu, ed. Confucianism in Chinese culture. Selangor, Malaysia: Pelanduk Publication, 141-156.
• • Yao, J., Liu, X., & He, W. (2021). The curvilinear relationship between team informational faultlines and creativity: moderating role of team humble leadership. Management Decision, 59(12), 2793-2808.
• • Zhang, F., & Parker, S. K. (2019). Reorienting job crafting research: A hierarchical structure of job crafting concepts and integrative review. Journal of organizational behavior, 40(2), 126-146.
• • Zhang, L., Wang, A., Xie, X., Zhou, Y., Li, J., Yang, L., & Zhang, J. (2017). Workplace violence against nurses: A cross-sectional study. International journal of nursing studies, 72, 8-14.
• • Zhang Jingyu (2014). Research on the Influence Mechanism of Employee Proactive Behavior (Doctoral Dissertation, Huazhong University of Science and Technology). https://kns.cnki.net/KCMS/detail/detail.aspx?dbname=CDFDLAST2015&filename=1014231973.nh
• • Zhang Jiaforging (2018). The impact and mechanism of commitment based human resource management practices on employee proactive behavior (Master's thesis, Shandong Normal University).
• • https://kns.cnki.net/KCMS/detail/detail.aspx?dbname=CMFD201901&filename=1018209414.nh

This work is licensed under a Creative Commons Attribution 4.0 International License.