Leader humility, team humility and employee creative performance: The moderating roles of task dependence and competitive climate

Ye, Ben Haobin; Tung, Vincent Wing Sun; Li, Jun Justin; Hong, Zhu

doi:10.1016/j.tourman.2020.104170

Cited by 80 publications

(90 citation statements)

References 79 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Team competitive climate refers to the sense of competition and pressure, which employes experience as a result of the team recognition and reward that the individuals get from the team based on the performance compared with other team members ( Ye et al, 2020 ). Černe et al (2014) found that team competitive climate will affect team members’ cognition, attitudes, and behaviors in the workplace, thus changing the behavior of team knowledge hiding.…”

Section: Theoretical Model and Hypotheses Developmentmentioning

confidence: 99%

Top Management Team Knowledge Hiding and Enterprise Innovation Performance: A Moderated Mediation Model

Rong

Liu

2021

Front. Psychol.

View full text Add to dashboard Cite

Top management team (TMT) knowledge hiding, which is not only related to the normal operation of the team but also closely related to enterprise innovation performance, has been paid little attention to in the previous studies. Based on the theories of upper echelons, knowledge management, and innovation, this study proposed a moderated mediation model to research how TMT knowledge hiding affected enterprise innovation performance. In this model, TMT knowledge hiding was the independent variable, TMT creativity was the mediating variable, enterprise innovation performance was the dependent variable, and team competitive climate was the moderating variable. MPLUS7.0 was used for the CFAs to evaluate the discriminate validities of the key variables, and SPSS 22.0 was used to calculate the descriptive statistics, analyze the correlations between variables, make the multiple regression analysis, and process the data obtained from 612 executives in 53 TMTs. The results showed that TMT knowledge hiding had a significant negative impact on enterprise innovation performance; TMT creativity had a partial mediating effect between TMT knowledge hiding and enterprise innovation performance, and team competitive climate had a moderating effect on the relationship between TMT knowledge hiding and TMT creativity. These research results fill up the gap of the theoretical research in TMT knowledge hiding and provide scientific guidance to reasonably reduce or eliminate the phenomenon of TMT knowledge hiding and improve enterprise innovation performance.

show abstract

Section: Theoretical Model and Hypotheses Developmentmentioning

confidence: 99%

Top Management Team Knowledge Hiding and Enterprise Innovation Performance: A Moderated Mediation Model

Rong

Liu

2021

Front. Psychol.

View full text Add to dashboard Cite

show abstract

“…Researchers have noted that workplace innovation flourishes in environments in which key leadership activities are conducted (Chapman, 2007;Moussa et al, 2018) and leaders are a critical factor in the promotion of innovation and creativity (Aronson et al, 2014;Montes et al, 2005;Mumford et al, 2002). More specifically, innovation is supported in humble leadership environments (Ye et al, 2020) that embrace personal faults and mistakes as well as recognizes contributions and positive performances as employees sometimes transition into new roles and responsibilities.…”

Section: Review Of Literature Of Innovation Humble Leadership Andmentioning

confidence: 99%

“…While research exists that suggests the various mechanisms in which leadership supports innovation (Back & Bausch, 2019;Ye et al, 2020), there is still a research gap in identifying which leadership behaviors can influence the innovation of individuals and subunits (Khalili et al, 2015). Moussa and colleagues (2018) have identified an exhaustive list of key leadership behaviors.…”

Section: Review Of Literature Of Innovation Humble Leadership Andmentioning

confidence: 99%

“…Humble leaders have this ability by steadfastly recognizing the contribution of others and modeling how to be willing to correct mistakes (Owens & Hekman, 2012). Research has also shown that there is a positive relationship between creativity and innovation and transformational leadership behaviors (Cheung & Wong, 2011;Eisenbeiss & Boerner, 2013;Engelen et al, 2014) much like those behaviors of humble leaders (Cheung, et al, 2020;Ye et al, 2020).…”

Section: Review Of Literature Of Innovation Humble Leadership Andmentioning

confidence: 99%

See 1 more Smart Citation

Fostering Innovation Through Humble Leadership and Humble Organizational Culture

et al. 2021

View full text Add to dashboard Cite

Companies understand they need to innovate to stay competitive, but innovation is not as simple as thinking of a great idea and then implementing it. Successful innovation requires supportive actions from leaders and the firm especially when the innovation is complex. In order to foster complex technological innovations, such as robotic process automation (“RPA”), we propose that firms benefit from having (1) humble leadership actions and (2) a humble organizational culture. We share what we learned about our propositions after reviewing the Finance Controllership division within a major multinational technology organization that develops hardware and other computer-related support items.

show abstract

“…In the second case, it will contribute to the development of all team members. Among the most important qualities of a leader, researchers single out stress tolerance (Williamson, 2016), flexibility, perseverance (Chen, 2019), intuition, erudition (Chien, 2018), organized nature (Christner et al, 2020), responsibility (Ye et al, 2020), and ability to establish communication (Raveendhran et al, 2020).…”

mentioning

confidence: 99%

Development Of Students’ Leadership Qualities At The Contemporary University

Vodneva¹,

Donina²,

Smirnova³

2021

European Proceedings of Social and Behavioural Sciences

View full text Add to dashboard Cite

show abstract

Leader humility, team humility and employee creative performance: The moderating roles of task dependence and competitive climate

Cited by 80 publications

References 79 publications

Top Management Team Knowledge Hiding and Enterprise Innovation Performance: A Moderated Mediation Model

Top Management Team Knowledge Hiding and Enterprise Innovation Performance: A Moderated Mediation Model

Fostering Innovation Through Humble Leadership and Humble Organizational Culture

Development Of Students’ Leadership Qualities At The Contemporary University

Contact Info

Product

Resources

About