The influence of humble leadership on employees’ work engagement: the mediating role of leader knowledge-sharing behaviour

Hawamdeh, Nayel Al

doi:10.1108/vjikms-03-2022-0083

Cited by 12 publications

(12 citation statements)

References 66 publications

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“…Relational leaders respect employees' opinions in decision-making and share valued resources which could promote employee creativity (Mo et al , 2019). This study enriches and advances previous studies on job embeddedness and dedication (Akgunduz et al, 2022), work engagement (Al Hawamdeh, 2022; Vakira et al, 2022) and civic virtue behaviour (Khan et al, 2020). Finally, this study revealed the mediating role of knowledge-sharing behaviour on the link between relational leadership and employee creativity, thus indicating how relational leadership behaviours transfers to employees' creative behaviour.…”

Section: Discussionsupporting

confidence: 80%

“…Thus, we reasoned that leaders who build positive relationships with employees, through knowledge-sharing behaviour, will engender greater felt obligation on the part of employees to be creative because knowledge is a cherished resource employees use in building their competencies at work (Liu et al, 2010). Leaders' knowledge-sharing behaviour has been acknowledged as being among some of the important determinants of hotel efficiency and improvement given the influence it has on employee creativity (Al Hawamdeh, 2022). Consequently, using the principles of social exchange theory, this study investigates the association among relational leadership, knowledge-sharing behaviour, leader–follower tenure and employee creativity.…”

Section: Literature Reviewmentioning

confidence: 99%

“…Another unique contribution of our study to the extant literature on the effects of leadership styles on employee behaviour in the hospitality industry is our findings addressing the intervening role of follower-leader dyadic tenure. Prior related investigations have been limited to knowledge-sharing behaviour (Al Hawamdeh, 2022), service climate (Ling et al, 2016) and unit identification (Liden et al, 2014), failing to address the thorny question of whether leader-follower dyadic tenure influences employee creative behaviour. Our results showed that leader-follower dyadic tenure does not strengthen the 6,5 relationship between relational leadership and knowledge-sharing behaviour.…”

Section: Relational Leadership and Employee Creativitymentioning

confidence: 99%

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Relational leadership and employee creativity: the role of knowledge-sharing behaviour and leader–follower dyadic tenure

Ansong

Ennin²,

Yeboah³

2022

JHTI

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PurposeThe study investigated the effects of relational leadership on hotel employees' creativity, using knowledge-sharing behaviour and leader–follower dyadic tenure as intervening variables.Design/methodology/approachA self-administered questionnaire was used to collect data from 355 employees of authorized hotels from the conurbation of Cape Coast and Elmina in Ghana. To evaluate the study's research hypotheses, the authors used WarpPLS and PLS-SEM.FindingsThe findings demonstrated that while knowledge-sharing behaviour did not directly affect employee creativity, it did have a significant mediating effect on the link between relational leadership and the creativity of employees. The study also revealed that the ability of relational leaders to drive knowledge-sharing behaviour was not contingent on leader–follower dyadic tenure.Practical implicationsThe results of this study have practical relevance for human resource practitioners in the hospitality industry. Given that relational leadership has a positive relationship with employee creativity, the authors recommend that hotel supervisors relate well with employees by sharing valuable information and respecting their opinions in decision-making.Originality/valueStudies on the role of relational leadership and employee creativity are scanty. This study develops a model to explain how relational leadership could influence employee creativity by incorporating knowledge-sharing behaviour and leader–follower dyadic tenure.

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Section: Discussionsupporting

confidence: 80%

Section: Literature Reviewmentioning

confidence: 99%

Section: Relational Leadership and Employee Creativitymentioning

confidence: 99%

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Relational leadership and employee creativity: the role of knowledge-sharing behaviour and leader–follower dyadic tenure

Ansong

Ennin²,

Yeboah³

2022

JHTI

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“…For instance, leaders must actively share knowledge and respond to requests for knowledge from others, as their followers will observe, learn, internalise and then imitate their actions. The key to minimising the likelihood of employees not sharing knowledge – and thereby preventing them from engaging in knowledge-hiding behaviour – is to exercise humble leadership (Al Hawamdeh, 2022). Secondly, this study reveals how humble leadership mitigates knowledge-hiding behaviour in health-care organisations in developing countries, such as Jordan.…”

Section: Discussionmentioning

confidence: 99%

Does humble leadership mitigate employees’ knowledge-hiding behaviour? The mediating role of employees’ self-efficacy and trust in their leader

Hawamdeh

2022

JKM

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Purpose The concept of knowledge-hiding starkly contradicts the notions with which it is closely associated, such as knowledge-hoarding and knowledge-sharing. The understanding of the effect of humble leadership on follower knowledge-hiding behaviour is particularly limited, as it is significantly underdeveloped owing to its distinct nature. Ergo, this paper aims to explore the role of humble leadership and its ability to mitigate employee knowledge-hiding behaviour. Moreover, this study aims to investigate the mediating effect of employee self-efficacy and the trust that they have in their leader, based on the relationship between humble leadership behaviour and knowledge-hiding in Jordanian health-care organisations. Design/methodology/approach This study used a quantitative method, and 260 employees of Jordan’s health-care organisations completed an online self-report questionnaire. Further to this, structural equation modelling was used to test the hypothesised correlations. Findings According to the findings of this study, the leaders who exhibited humble behaviour mitigated their employees’ tendencies to engage in the two dimensions of knowledge-hiding (evasive hiding and playing dumb); however, they increased the tendency to practice rationalised hiding. Furthermore, the self-efficacy of employees and trust in their leader mediated the relationship between humble leadership and employees’ knowledge-hiding behaviour. Originality/value This study contributes to the literature by proposing and empirically demonstrating the impact of humble leadership across all three dimensions of knowledge-hiding behaviour, which in turn facilitates new discoveries in a developing country setting. This research expands and sheds light on the theory of humble leadership by proposing a motivational aspect in the negative relation between humble leadership and employees’ knowledge-hiding behaviour: employees’ self-efficacy and trust in their leader.

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“…HL has been previously associated with different employee outcomes [67,68]. HL can significantly foster the WREN level of employees [69]. We use the definition by Kahn [70] to conceptualise WE.…”

Section: Theory and Hypothesesmentioning

confidence: 99%

The Effectiveness of Humble Leadership to Mitigate Employee Burnout in the Healthcare Sector: A Structural Equation Model Approach

Akbar

et al. 2022

Sustainability

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The discussion on employee burnout (BOT) has existed in academic literature for a long time. While BOT was identified as a personal issue, there is a lack of a system approach solution. In this regard, a milestone was achieved in 2019 when the World Health Organization (WHO) introduced a new definition of BOT, recognising it as an occupational phenomenon, thereby placing a greater responsibility on organisational leadership to manage it. Since then, different leadership models have been proposed by scholars to reduce the effect of BOT in an organisation. Humble leadership (HL), as a people-first approach, has recently gained importance in organisational management literature. Studies have indicated that HL significantly influences different employee outcomes. However, research on the significance of HL to mitigate BOT of employees was scarce—similarly, on the underlying mechanisms of how and why. While HL has the potential to reduce BOT in an organisation, little or no research has studied it. Acknowledging these knowledge gaps, the basic aim of this study is to enrich the existing body of knowledge by proposing HL as an effective organisational management strategy to reduce the effect of BOT in the healthcare sector. The study introduces two mediators, work engagement (WREN) and subjective wellbeing (SUBW), to explain the underlying mechanism between HL and BOT. The conditional indirect role of altruism (ALM) was also tested. The data were obtained from hospital employees by employing a survey method (questionnaire, n = 303). Structural equation model (SEM) was considered for testing the hypothesised model to study the interrelationships between variables. The results confirmed that the manifestation of HL in an organisation reduces BOT significantly, and WREN and SUBW mediate this relationship. The study also demonstrates the buffering effect of ALM in the above-proposed relationships. The empirical findings offer multiple contributions in theory and practice, among which the most important one was to realise the profound importance of HL in reducing the effect of BOT in healthcare management.

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The influence of humble leadership on employees’ work engagement: the mediating role of leader knowledge-sharing behaviour

Cited by 12 publications

References 66 publications

Relational leadership and employee creativity: the role of knowledge-sharing behaviour and leader–follower dyadic tenure

Relational leadership and employee creativity: the role of knowledge-sharing behaviour and leader–follower dyadic tenure

Does humble leadership mitigate employees’ knowledge-hiding behaviour? The mediating role of employees’ self-efficacy and trust in their leader

The Effectiveness of Humble Leadership to Mitigate Employee Burnout in the Healthcare Sector: A Structural Equation Model Approach

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