Purpose
The purpose of this paper is to investigate how leader humility affects the engagement of employees in creative processes, using perceived organizational support (POS) as a mediator and leader competence as a moderator.
Design/methodology/approach
Data were collected from a two-wave sampling of 113 dyads of leaders and subordinates in China.
Findings
A curvilinear relationship was found between leader humility and employee engagement in creative processes. Further, POS partially mediates this relationship, and leader competence positively moderates the relationship between leader humility and POS.
Practical implications
First, organizations should select and train leaders who show humility as a character trait and foster a supportive organizational climate. Second, managers should study the benefits of moderate and harms of superfluous humility, especially in the Chinese cultural context. Third, competent leaders are more effective as humble leaders.
Originality/value
Few studies have concentrated on leader humility in the eastern cultural context. The results challenge traditional views of the impact of leader humility and shed light on its mechanism and the conditions under which it promotes employee engagement in creation. This study also clarifies the nonlinear influence of leader humility, building a fine-grained theoretical framework integrating the motivation-opportunities-abilities model and Chinese Zhong-Yong theory.
It is evident that, being a member of the organization, the team has to cue the influx of the green management concepts. This study focuses on the aspect of team management in green enterprises. Applying leadership theory to sample green enterprises, this paper proposes that political skills of team leadership have moderating effects on the relationship between team conflict (relationship conflict and task conflict) and performance at both the individual and team levels. Empirical data were collected from 85 dyads of leaders and team members in 36 green enterprises in China. It was found that the leaders’ political skills weakened the negative effects of relationship conflict on individual performance and team performance. Further, leaders’ political skills strengthened the positive effects of task conflict on individual and team performance. The results of this study deepen the cognition of two types of team conflict in theory and provide theoretical guidance for green enterprises in carrying out effective team conflict management and practical political skills training for leaders.
The objective of this article is to examine the influence of ability disparity on team members’ satisfaction and individual efficacy and how ability disparity functions depending on goal interdependence. Empirical data for this study were collected using a lab experiment method. The hypothesized relationships among variables were assessed by analyses of variance and hierarchical linear modeling. The results indicate a negative relationship between ability disparity and team members’ satisfaction and individual efficacy. Ability disparity has a more negative influence on individual efficacy with a cooperative goal than that with a competitive goal. Furthermore, the relationships between ability disparity and team members’ satisfaction and individual efficacy varied among low-ability, medium-ability, and high-ability members. This paper provides essential insights for research on ability disparity and extends the literature on team diversity from the status perspective.
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