This study aims to examine the relationship between authentic leadership and employee proactive behavior. Based on self-determination theory, we argue that such a relationship is sequentially mediated by psychological...This study aims to examine the relationship between authentic leadership and employee proactive behavior. Based on self-determination theory, we argue that such a relationship is sequentially mediated by psychological empowerment and core self-evaluations. In addition, political skill plays a moderating role in the third stage. These hypotheses are validated by a sample of 65 leaders and 275 subordinates from two private enterprises in China's Mainland. Results show that authentic leadership Clime I） influences employees＇ proactive behavior Clime 3） through the psychological empowerment （Time I） and core self-evaluations of employees （Time 2）, and the relationship between core self-evaluations and proactive behavior is positively moderated by employees＇ political skill. In addition, bootstrapping results also verify the moderating role played by employees＇ political skill in the indirect relationship between authentic leadership and proactive behavior through core self-evaluations. Theoretical and managerial implications are further discussed in the light of these findings.展开更多
Leader humility has emerged as an important topic in understanding the role of leadership in organizations in recent years.Though it was found to enhance subordinates’work performance and positive work behaviors,we a...Leader humility has emerged as an important topic in understanding the role of leadership in organizations in recent years.Though it was found to enhance subordinates’work performance and positive work behaviors,we are unaware of the psychological mechanism and boundary conditions underlying leader humility and employees’negative behaviors toward leaders.Drawing on social exchange theory and using a multistage sample including 273 employees and 55 supervisors in China,we demonstrated a negative indirect effect between leader humility and subordinates’counterproductive work behaviors toward supervisors(CWB-S)via interpersonal justice and trust in supervisor.Furthermore,we find that leader political skill moderates the effect of leader humility on interpersonal justice and trust in supervisor.The indirect effect of leader humility on subordinates’CWB-S through interpersonal justice is stronger when leader political skill is high,suggesting a moderated mediation model.Finally,we discuss the theoretical contributions and practical implications of this study,and highlight future directions for research on leader humility.展开更多
文摘This study aims to examine the relationship between authentic leadership and employee proactive behavior. Based on self-determination theory, we argue that such a relationship is sequentially mediated by psychological empowerment and core self-evaluations. In addition, political skill plays a moderating role in the third stage. These hypotheses are validated by a sample of 65 leaders and 275 subordinates from two private enterprises in China's Mainland. Results show that authentic leadership Clime I） influences employees＇ proactive behavior Clime 3） through the psychological empowerment （Time I） and core self-evaluations of employees （Time 2）, and the relationship between core self-evaluations and proactive behavior is positively moderated by employees＇ political skill. In addition, bootstrapping results also verify the moderating role played by employees＇ political skill in the indirect relationship between authentic leadership and proactive behavior through core self-evaluations. Theoretical and managerial implications are further discussed in the light of these findings.
基金National Natural Science Foundation of China(project code:7164001571772176)Yuyou Talent Program of NCUT,and the 2019 PhD Joint Training Scholarship of Renmin Business School.
文摘Leader humility has emerged as an important topic in understanding the role of leadership in organizations in recent years.Though it was found to enhance subordinates’work performance and positive work behaviors,we are unaware of the psychological mechanism and boundary conditions underlying leader humility and employees’negative behaviors toward leaders.Drawing on social exchange theory and using a multistage sample including 273 employees and 55 supervisors in China,we demonstrated a negative indirect effect between leader humility and subordinates’counterproductive work behaviors toward supervisors(CWB-S)via interpersonal justice and trust in supervisor.Furthermore,we find that leader political skill moderates the effect of leader humility on interpersonal justice and trust in supervisor.The indirect effect of leader humility on subordinates’CWB-S through interpersonal justice is stronger when leader political skill is high,suggesting a moderated mediation model.Finally,we discuss the theoretical contributions and practical implications of this study,and highlight future directions for research on leader humility.
