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Journal of Business Ethics

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08.08.2019 | Original Paper

Humility Harmonized? Exploring Whether and How Leader and Employee Humility (In)Congruence Influences Employee Citizenship and Deviance Behaviors

verfasst von: Xin Qin, Xin Liu, Jacob A. Brown, Xiaoming Zheng, Bradley P. Owens

Erschienen in: Journal of Business Ethics | Ausgabe 1/2021

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Abstract

Various studies have recognized the importance of humility as a foundational aspect of virtuous leadership and have revealed the beneficial effects of leader humility on employee moral attitudes and behaviors. However, these findings may overestimate the benefits of leader humility and overlook its potential costs. Integrating person–supervisor fit theory and balance theory with the humility literature, we employ a dyadic approach to consider supervisor and employee humility simultaneously. We investigate whether and how the (in)congruence of supervisor and employee humility influences employee citizenship and deviance behaviors. We conducted a multilevel, multiphase, and multisource field study to test our hypotheses. The results of cross-level polynomial regression analyses revealed that when supervisors and employees were incongruent in humility, employees experienced higher levels of negative affect toward supervisors. Also, compared to those in low–low congruent dyads, employee negative affect toward supervisors was lower in high–high congruent dyads. The results further revealed asymmetric incongruence effects: employees experienced the highest levels of negative affect toward supervisors when their own humility was lower than their supervisors’. In addition, we found that employee negative affect toward supervisors mediated the impacts of supervisor–employee (in)congruence in humility on employee organizational citizenship behavior and counterproductive work behavior.

Vorheriger Artikel The Impact of Authoritarian Leadership on Ethical Voice: A Moderated Mediation Model of Felt Uncertainty and Leader Benevolence

Nächster Artikel Supervisors’ Value Orientations and Ethics: A Cross-National Analysis

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As Owens et al. (2013) explain, “similar to Costa and McCrae’s (1992) conceptualization of extraversion and agreeableness as personal, individual dispositions that are manifest on the ‘interpersonal plane,’…humility represents an individual characteristic that emerges in social interactions, is behavior based, and is recognizable to others.” (p. 1518).

Our theorizing, especially those of Hypotheses 2 and 3 are highly specific to humility, which cannot be simply replaced by other personalities. Also, negative affect toward supervisors cannot be simply replaced by perceived person–organization fit. For instance, the levels of perceived person–organization fit should be equal for these two congruent conditions (i.e., high–high vs. low–low).

The self-report humility scale from the Owens (2009) source showed strong alpha-reliability (α = 0.90) and nomological validity (no item cross-loading with related constructs such as modesty, narcissism, or the Big Five).

We are indebted to one anonymous reviewer for this valuable suggestion. The detailed results are available upon request from the authors.

We examined the second principle axis rather than the first principle axis of the response surface, as our response surface was convex rather than concave [e.g., Cole et al.’s (2013) response surface; Matta et al.’s (2015) response surface) (Edwards and Parry 1993).

The effect sizes and confidence intervals reported in our study are comparable to similar estimates from prior studies using polynomial regressions (e.g., ΔR² for the polynomial terms = 0.03 in Matta et al. (2015); ΔR² for the polynomial terms = 0.02 in the current research), which were published in journals requiring both theoretical and practical implications. Having said this, we acknowledge that the variances explained in the polynomial regressions are a little bit small, and suggest readers to bear this in mind when interpreting the implications.

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Titel: Humility Harmonized? Exploring Whether and How Leader and Employee Humility (In)Congruence Influences Employee Citizenship and Deviance Behaviors
verfasst von: Xin Qin
Xin Liu
Jacob A. Brown
Xiaoming Zheng
Bradley P. Owens
Publikationsdatum: 08.08.2019
Verlag: Springer Netherlands
Erschienen in: Journal of Business Ethics / Ausgabe 1/2021
Print ISSN: 0167-4544
Elektronische ISSN: 1573-0697
DOI: https://doi.org/10.1007/s10551-019-04250-4

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