Does employee humility Foster performance and promotability? Exploring the mechanisms of LMX and peer network centrality in China

Abstract

Prior research has shown that humility in the workplace can provide many advantages. However, the literature has largely focused on leaders rather than employees. There is an important distinction between the two, because leaders have already achieved professional success that may or may not be due to humility (i.e., survivorship bias), whereas employees may feel pressure to focus on behaviors seemingly at odds with humility (i.e., getting ahead). Drawing on the social capital theory of career success, this study investigates whether and how humility helps employees achieve both short‐term (job performance) and long‐term (promotability) job success. We posit that, in the Chinese context, humility can promote employees’ objective job performance and promotability by accessing social resources from team leaders and coworkers. The beneficial effects can be explained by the mediating effects of leader–member exchange and employee advice network centrality. We conducted a path comparison on the relationship between the mediators and career success to further explain the mechanisms, and tested the model using a three‐wave survey with a sample of 689 employees and their leaders from 137 teams. Our findings largely support our theoretical predictions and extend our understanding of employee humility and career development.

Maybe It Is Who You Know: Social Networks and Leader–Member Exchange Differentiation

“…Despite evidence that ambition can be both a vice and a virtue (Pettigrove, 2007), an ambitious leader aims to achieve success in the workplace and utilize the work team to achieve this success. Because people are motivated to get ahead in social settings (Hogan & Holland, 2003), and connections from others’ social capital can benefit an employee’s career (i.e., R. Li, Zhang, Zhu, & N. Li, 2021), a leader may see certain team members as more valuable in their striving for success.…”

Similar or Different Effects? Quantifying the Effects of Humility and Modesty on Job Performance

“…Such feedback-seeking behavior subsequently improves their task performance ( Lam et al, 2007 ). Finally, humble employees tend to be liked and encouraged by their leaders because of their other-oriented motivations ( Morris et al, 2005 ); thus, they can more easily develop good relationships with their leaders and obtain more resources, such as feedback, support, and mentoring ( Li et al, 2021 ). Subsequently, more resource support and better leader–member exchange will increase employees’ task performance.…”

“…Subsequently, more resource support and better leader–member exchange will increase employees’ task performance. Empirically, scholars have identified a significant and positive correlation between employees’ humility and task performance ( Owens et al, 2013 ; Li et al, 2021 ). Hence, it is reasonable to expect a positive relationship between humility and individual task performance.…”

“…In contrast, humble people are more likely to offer more of their time and energy to help others ( LaBouff et al, 2012 ). In addition, highly humble people tend to cooperate with others and contribute to teamwork, even when they might be exploited by others ( Li et al, 2021 ). Indeed, studies of highly humble leaders have shown that, unlike less humble leaders, highly humble leaders are more likely to emphasize the growth of followers, act in the best interests of others, and consider others’ needs when they make decisions ( Morris et al, 2005 ).…”

Does humility of project manager affect project success? Confirmation of moderated mediation mechanism

“…Such qualities include openness, teachability, accepting mistakes, encourage followers to provide feedback on workplace solutions, remove power distance (Owens and Hekman, 2012). Appreciate followers' skills by supporting the corporate environment, which is a real sense of humility (Li et al, 2020). Humility can be erudite in the organizational setting; training is pivotal to provoke humility in project managers.…”