The Effect Of Humble Leader Behavior, Leader Expertise, And Organizational Identification On Employee Turnover Intention

Jie Li · Qiaozhuan Liang · Zhen Zhen Zhang

42 citations0/0 files storedJournal of Applied Business Research (JABR)

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Job Satisfaction and Organizational Behavior Employee Performance and Management Employee Performance and Leadership

Abstract

As a bottom-up leadership style, humble leadership has attracted increasing attention from scholars in recent years. But its effectiveness and mechanism still lack rigorous empirical study. In this study, we investigate the mechanism and boundary condition by which humble leader behavior exerts influence on followers’ turnover intention. Two-wave data collected from 249 scientific and technological personnel in China supported our hypothesized model. We found that humble leader behavior is significantly negatively related to follower turnover intention. The relationship is further partially mediated by organizational identification, and moderated by leader expertise. Implications for theory, practice and future research are discussed.

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References

2003Common method biases in behavioral research: A critical review of the literature and recommended remedies.1990The Fifth Discipline 1992Alumni and their alma mater: A partial test of the reformulated model of organizational identification 1989Social Identity Theory and the Organization 1978Differentiation between social groups: Studies in the social psychology of intergroup relations.2000A Meta-Analysis of Antecedents and Correlates of Employee Turnover: Update, Moderator Tests, and Research Implications for the Next Millennium 2002The Ripple Effect: Emotional Contagion and its Influence on Group Behavior 2008Identification in Organizations: An Examination of Four Fundamental Questions

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