Investigation of the impact mechanism of humble leadership on employee silence

IF 1.5 Q3 MANAGEMENT Human systems management Pub Date : 2024-03-13 DOI:10.3233/hsm-230125

Jingjing Ren, Fangchao Dong

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Abstract

BACKGROUND: “Silence” is a common phenomenon in the operation of enterprises, where some instances of silence can uphold organizational harmony, while other forms can exacerbate organizational issues, hindering intra-organizational information transfer and decision-making and affecting organizational innovation. OBJECTIVE: This study aims to explore the relationship between humble leadership style and employee silent behavior, verifying the mediating role of psychological contracts in this relationship. METHODS: Based on the social exchange theory, hypotheses are validated using descriptive statistical analysis, correlation analysis and the SEM structural equation modeling testing. RESULTS: The findings indicate a significant negative correlation between humble leadership and employee silence. Humble leadership significantly inversely predicts permissive and defensive dimensions of employee silence, while the correlation with the prosocial dimension is insignificant. Moreover, psychological contracts partially mediate the impact of humble leadership on permissive silence and defensive silence among employees. CONCLUSION: The study helps managers comprehend how humble leadership, characterized by the traditional Chinese “humility” culture, affects employee silence. Especially within Chinese enterprises, where employees are influenced by traditional Chinese thought and exhibit historical dependency on silent behavior, probing whether the humble leadership style can effectively encourage employees to provide constructive suggestions for organizational development is particularly meaningful.

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谦虚型领导对员工沉默的影响机制调查

背景："沉默 "是企业运营中的一种普遍现象，某些情况下的沉默可以维护组织和谐，而另一些形式的沉默则会加剧组织问题，阻碍组织内部的信息传递和决策，影响组织创新。目的：本研究旨在探讨谦逊型领导风格与员工沉默行为之间的关系，验证心理契约在这一关系中的中介作用。方法：基于社会交换理论，采用描述性统计分析、相关分析和 SEM 结构方程模型检验验证假设。结果：研究结果表明，谦逊型领导与员工沉默之间存在显著的负相关。谦逊型领导对员工沉默的放任维度和防御维度有明显的反向预测作用，而与亲社会维度的相关性不明显。此外，心理契约在一定程度上调节了谦逊型领导对员工放任型沉默和防御型沉默的影响。结论：本研究有助于管理者理解以中国传统 "谦逊 "文化为特征的谦逊型领导是如何影响员工沉默的。尤其是在中国企业中，员工受中国传统思想的影响，表现出对沉默行为的历史依赖性，因此探究谦虚型领导风格能否有效鼓励员工为组织发展提供建设性建议就显得尤为重要。

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来源期刊

Human systems management MANAGEMENT-

CiteScore

3.50

自引率

30.40%

发文量

期刊介绍： Human Systems Management (HSM) is an interdisciplinary, international, refereed journal, offering applicable, scientific insight into reinventing business, civil-society and government organizations, through the sustainable development of high-technology processes and structures. Adhering to the highest civic, ethical and moral ideals, the journal promotes the emerging anthropocentric-sociocentric paradigm of societal human systems, rather than the pervasively mechanistic and organismic or medieval corporatism views of humankind’s recent past. Intentionality and scope Their management autonomy, capability, culture, mastery, processes, purposefulness, skills, structure and technology often determine which human organizations truly are societal systems, while others are not. HSM seeks to help transform human organizations into true societal systems, free of bureaucratic ills, along two essential, inseparable, yet complementary aspects of modern management: a) the management of societal human systems: the mastery, science and technology of management, including self management, striving for strategic, business and functional effectiveness, efficiency and productivity, through high quality and high technology, i.e., the capabilities and competences that only truly societal human systems create and use, and b) the societal human systems management: the enabling of human beings to form creative teams, communities and societies through autonomy, mastery and purposefulness, on both a personal and a collegial level, while catalyzing people’s creative, inventive and innovative potential, as people participate in corporate-, business- and functional-level decisions. Appreciably large is the gulf between the innovative ideas that world-class societal human systems create and use, and what some conventional business journals offer. The latter often pertain to already refuted practices, while outmoded business-school curricula reinforce this problematic situation.