Leader humility and employees' creative performance: the role of intrinsic motivation and work engagement.

Drawing on the job demand-resource (JD-R) model and self-determination theory (SDT), this study examines the relationship between humble leadership and employees' creative performance, taking into account the sequential mediating role of intrinsic motivation and work engagement. The sequential mediation model was tested using two-wave questionnaire data collected from employees and their supervisors ( = 350) in the telecommunication sector of Pakistan. Data were processed and examined using SPSS and AMOS.

Creative Performance and Conflict through the Lens of Humble Leadership: Testing a Moderated Mediation Model.

This study developed and tested a moderated mediation model by examining the relationships between humble leadership (HL), emotional intelligence, employee conflict (EC), and creative performance (CP), using resource-based theory as the theoretical foundation. We conducted a cross-sectional survey of 322 employees and their immediate supervisors ( = 53) from the telecom sector in Pakistan. The data was analyzed using AMOS 21 and SPSS 26.

The integrated effects of leader-member exchange social comparison on job performance and OCB in the Chinese context.

Although it has been long recognized that leader-member exchange social comparison (LMXSC) has critical implications for employee productivity, little attention has been given to systematically exploring the effects of LMXSC on employee performance in a specific cultural context. Integrating social exchange theory with social comparison theory, we examine a dual process model to explain how and when LMXSC affects employee performance outcomes in the Chinese context. Results based on multiphase, multisource data from China revealed that the mediating roles of employees' perceived obligation toward the leader and self-esteem are examined simultaneously in the relationship between LMXSC and job performance and organizational citizenship behavior (OCB).