How and When Humble Leadership Facilitates Employee Job Performance: The Roles of Feeling Trusted and Job Autonomy

Abstract

This study extends our understanding of humble leadership as an important trust-engendering leadership style that influences employee behaviors. Drawing on social exchange theory, we articulate how humble leaders’ employee-centric behaviors signal trust and facilitate a social exchange relationship between leaders and followers. Specifically, we posit that a leader’s humble leadership behaviors are positively related to employees’ task performance and organizational citizenship behavior via feelings of being trusted by one’s supervisor. We also predict that the interaction between humble leadership and employee job autonomy will influence employees’ appraisal of feeling trusted. We tested our moderated-mediation model using experimental vignette data and three-wave survey data collected from 233 employees and their supervisors working at a large Chinese internet company. Study results support our hypotheses that humble leadership, and its interaction with employee job autonomy, contribute to feeling trusted by their supervisor. Furthermore, we found that humble leadership behavior, via enhanced perceptions of feeling trusted, predicted supervisor-rated employee task performance and organizational citizenship behavior toward the organization. The implications for theory and practice are discussed.