Publication Type
Journal Article
Version
publishedVersion
Publication Date
4-2022
Abstract
An emerging leadership style centered on the moral practice of humility has recently garnered the attention of organizational researchers in the hospitality field. Taken in tandem with the prevailing empirical evidence supporting the various salutary effects of leader humility on employees' job attitudes and moral behaviors, the current set of studies offers an implicit theoretical perspective on leadership that underlines the importance of identifying both individual characteristics and organizational factors that can alter employees' assessments of humble leaders. We propose that employees' assessments of humble leaders' benevolence hinge on the employees' learning goal orientations and their perceptions of informational justice in the workplace. The results of two multi-wave field studies indicate perceptions of humble leaders' benevolence are significantly more favorable among employees who have strong learning goal orientations and high perceptions of informational justice. Employees' perceptions of leader benevolence are, in turn, positively associated with the employees’ affective commitment.
Keywords
Affective commitment, Informational justice, Leadership humility, Learning goal orientation
Discipline
Organizational Behavior and Theory
Research Areas
Organisational Behaviour and Human Resources
Publication
Tourism Management
Volume
89
ISSN
0261-5177
Identifier
10.1016/j.tourman.2021.104448
Publisher
Elsevier
Citation
Wang, Xingyu; LIU, Zihan; Wen, Xueqi; and Xiao, Qu.
An implicit leadership theory lens on leader humility and employee outcomes: Examining individual and organizational contingencies*. (2022). Tourism Management. 89,.
Available at: https://ink.library.smu.edu.sg/lkcsb_research/7783
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