From humble roots to innovative shoots: the dynamic duo of psychological safety and knowledge-sharing under humble leadership

Rinki Dahiya

Evidence-based HRM, 2024, vol. 13, issue 5, 881-895

Abstract: PurposeIn the pursuit of unravelling the dynamics of leadership and innovation in the workplace, the present study endeavours to construct and empirically validate a comprehensive serially mediated moderation process model that links humble leadership (HBL) and employee innovative work behaviour (E-IWB). Also, this model offers a nuanced understanding of the sequential interplay of perceived psychological safety (PPS) and employee knowledge-sharing behaviour (E-KSB). Furthermore, the study delves into the moderating influence of occupational self-efficacy (OSE), seeking to uncover the conditions under which the positive effects of E-KSB on E-IWB are accentuated within the context of expressed humility.Design/methodology/approachTime-lagged data were collected from 225 subordinate–supervisor dyads in small and medium-sized enterprises (SMEs) of the Indian apparel manufacturing sector utilising survey methods. IBM SPSS, AMOS and PROCESS Macro were used to analyse the data.FindingsThe findings indicate that HBL positively influences E-IWB with the serial mediating role of PPS and E-KSB. Also, OSE moderates the link between E-KSB and E-IWB so that the positive indirect effect of HBL on E-IWB through PPS and E-KSB in the serial process is more pronounced at higher levels of OSE.Originality/valueThis study contributes insights by proposing and empirically testing a serially mediated moderation process model that elucidates the intricate relationships between HBL, PPS, E-KSB and E-IWB. The exploration of OSE as a moderator enriches the understanding of the conditions under which the positive and indirect effects unfold. The research thus provides a nuanced framework for leadership and innovation dynamics, offering a valuable guide for organisations seeking to foster a culture of humility for enhanced employee innovation in SME contexts.

Keywords: Humble leadership; Perceived psychological safety; Employee knowledge-sharing behaviour; Employee innovative work behaviour; Occupational self-efficacy (search for similar items in EconPapers)
Date: 2024
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Persistent link: https://EconPapers.repec.org/RePEc:eme:ebhrmp:ebhrm-02-2024-0049

DOI: 10.1108/EBHRM-02-2024-0049

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