How Humble Leadership Influences the Innovation of Technology Standards: A Moderated Mediation Model

Jiang, Hong; Liu, Wentao; Jia, Lili

doi:10.3390/su11195448

Cited by 15 publications

(22 citation statements)

References 72 publications

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“…Model 4 reveals that the CEO's humble leadership behavior is positively related to entrepreneurial performance (β = 0.472, p < 0.001), which supports H1. The empirical results are in accordance with the research conclusions of Ou et al [30] and Jiang et al [31]. CEO's humble leadership can improve the trust, identification, and loyalty of subordinates to leaders; increase the subordinates' job satisfaction to the organization and promote the creativity of employees.…”

Section: The Main Effect Testssupporting

confidence: 87%

“…From the empirical study, the regression coefficient of the CEO's humble leadership behavior on the start-up enterprise performance is significantly positive (0.472). The finding is in line with what Jiang et al stated that leaders can promote knowledge sharing and exchange and cooperation among team members through acknowledging the merits and contributions of subordinates and learning modesty and then promote work motivation [31]. That is largely because that humble CEO can create a harmonious and relaxed environment and the humble CEO leads more followers to work hard to improve business performance by establishing a new shared vision.…”

Section: Research Conclusionsupporting

confidence: 86%

“…(iii) Being a humble learner and a model for subordinates; that is, the leader is a good "learner" and "listener" showing an open attitude to fresh ideas and constructive feedback [30]. Overall, humble leadership behavior means the leader has the characteristics of acknowledging their own limitations and errors, being good at discovering the advantages and contributions of subordinates, and having a humble and learnable personality [31,32].…”

Section: Humble Leadership Behaviormentioning

confidence: 99%

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Can CEO’s Humble Leadership Behavior Really Improve Enterprise Performance and Sustainability? A Case Study of Chinese Start-Up Companies

Ren

Zhou

et al. 2020

Sustainability

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The relationship between the leadership behavior of a chief executive officer (CEO) and start-up enterprise performance is key to effecting the survival and development of start-ups in the era of the internet economy. Currently, most studies on this topic focus more on the role of leadership effectiveness but rarely explore the CEO’s humility in leadership and the mechanism of its behavior affecting enterprise performance and its sustainable development. Based on leadership theory and upper-echelon theory, we build a research model of CEO’s humble leadership behavior, top management team’s (TMT’s) transactive memory system, and start-up enterprise performance, as well as the moderating roles exerted by strategic flexibility. Further, to validate the hypothesis, 400 valid questionnaires are obtained. Based on those data, the empirical results show humility, as a virtue, not only can significantly and positively improve start-up firm performance but also can promote the firm’s sustainable development in the long run by providing a trustworthiness climate for TMT members. Moreover, TMT’s transactive memory systems play a partial mediating role in the relationship between CEO’s humble leadership behavior and start-up enterprise performance. Meanwhile, strategic flexibility significantly and positively moderates the relationship between CEO’s humble leadership behavior and startup entrepreneurial performance. Finally, the theoretical and practical implications are discussed, and directions for future research are proposed.

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Section: The Main Effect Testssupporting

confidence: 87%

Section: Research Conclusionsupporting

confidence: 86%

Section: Humble Leadership Behaviormentioning

confidence: 99%

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Can CEO’s Humble Leadership Behavior Really Improve Enterprise Performance and Sustainability? A Case Study of Chinese Start-Up Companies

Ren

Zhou

et al. 2020

Sustainability

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“… 101 While humility has a negative impact on societal characteristics, it has a positive effect on the EIWBs in the organization. For instance, empirical studies have demonstrated that LH promotes an encouraging environment that leads to several positive outcomes, ie, innovation, 102 firm innovativeness, 40 psychological empowerment, 103 employees’ proactive behavior, 104 well-being and psychological safety, 105 resilience, 106 team job crafting, 107 and reduces emotional exhaustion 79 , 108 and CWBs 109 of their subordinates/followers. Moreover, the implementation of HIWPs (ie, empowerment, skill development, communication, performance evaluation, reward, and recognition) by the organization demonstrates a positive gesture to their workforces in the form of appreciation and encouragement.…”

Section: Theoretical Foundationmentioning

confidence: 99%

Innovation Onset: A Moderated Mediation Model of High-Involvement Work Practices and Employees’ Innovative Work Behavior

Li¹,

Khan²,

Chughtai³

et al. 2022

PRBM

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Purpose Based on the componential theory of creativity, this study examined the link between high-involvement work practices and employees’ innovative behavior by further investigating the moderating and mediating role of leadership humility and employees’ personal initiative. Methodology To test the hypothesized model, the data were gathered from 255-line staff and 119 supervisors working in the textile industry in Pakistan via the time lag technique. The proposed hypotheses were analyzed through partial least squares structural equation modeling using Smart-PLS software. Findings The results indicated that high-involvement work practices were significantly related to employees’ innovative work behaviors. Additionally, the moderation findings revealed that a higher level of leadership humility strengthens the relationship between high-involvement work practices and employees’ personal initiative. Furthermore, employees’ personal initiative mediates the relationship between high-involvement work practices and their innovative work behavior. The findings of the moderated mediation model indicated that a higher level of leadership humility leads to higher innovative behavior of employees in the presence of high-involvement work practices via employees’ personal initiative. Practical Implications This study’s findings are helpful for the management of organizations to understand the factors that enhance innovative work behaviors in high-involvement work practices. Moreover, managers should establish humble behaviors in their leadership style to influence employees’ personal initiative, which indirectly influences their innovative work behavior. Originality/Value The present study highlights the importance of leadership humility and employees’ personal initiative in the relationship between high-involvement work practices and innovative work behaviors of employees in the textile industry of Pakistan.

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“…Many researchers have pointed out that technical standards from various regions can be substantially different [13,[19][20][21][22][23][24][25][26]. Lei et al (2016) confirmed that the Chinese contractors perceived a significant difference between international standards and Chinese standards, and they faced greater challenges in implementing international standards in international projects [10].…”

Section: Analytical Framework For Understanding the Differences Betwe...mentioning

confidence: 99%

Analytical Framework for Understanding the Differences between Technical Standards Originating from Various Regions to Improve International Hydropower Project Delivery

You

Tang

Duffield

et al. 2022

Water

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The international hydropower construction market is continuously growing during the past decade. The existing literature points out that contractors are facing ongoing difficulties in achieving the objectives of developing international hydropower projects, which largely arise from the misunderstanding and poor use of international technical standards. However, there is a lack of a coherent framework to help systematically analyze the differences between technical standards originating from various regions. This study establishes an analytical framework that incorporates the essential factors of technical standards, namely philosophy of standards, logical structure, completeness of standards, calculation method, equipment and material requirements, test method, construction method, and application conditions of standards, and demonstrates their relationships from a holistic perspective. With support of the data collected from Chinese contractors, the results revealed the application status of various technical standards and their differences. Hierarchical cluster analysis demonstrates that unfamiliarity with the differences between domestic and international technical standards can cause multiple problems in international hydropower project delivery, concerning applying international standards, integrated project management, design, procurement, and construction, which have broad theoretical and practical implications. The outcomes of this study can not only help contractors improve their capabilities of applying international standards for achieving superior international hydropower project performance, but also facilitate mutual recognition of the standards from various regions, thereby maximizing the effectiveness of global resources such as expertise, technologies, methods, and products.

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How Humble Leadership Influences the Innovation of Technology Standards: A Moderated Mediation Model

Cited by 15 publications

References 72 publications

Can CEO’s Humble Leadership Behavior Really Improve Enterprise Performance and Sustainability? A Case Study of Chinese Start-Up Companies

Can CEO’s Humble Leadership Behavior Really Improve Enterprise Performance and Sustainability? A Case Study of Chinese Start-Up Companies

Innovation Onset: A Moderated Mediation Model of High-Involvement Work Practices and Employees’ Innovative Work Behavior

Analytical Framework for Understanding the Differences between Technical Standards Originating from Various Regions to Improve International Hydropower Project Delivery

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