Being Passionate to Perform: The Joint Effect of Leader Humility and Follower Humility

Huiyue Diao; Lynda Jiwen Song; Yue Wang; Jun Zhong

doi:10.3389/fpsyg.2019.01059

Frontiers in Psychology (May 2019)

Being Passionate to Perform: The Joint Effect of Leader Humility and Follower Humility

Huiyue Diao,
Lynda Jiwen Song,
Yue Wang,
Jun Zhong

Affiliations

Huiyue Diao: Department of Organization and Human Resources, School of Business, Renmin University of China, Beijing, China
Lynda Jiwen Song: Department of Organization and Human Resources, School of Business, Renmin University of China, Beijing, China
Yue Wang: Department of Organization and Human Resources, School of Business, Renmin University of China, Beijing, China
Jun Zhong: Department of Management and Marketing, The Hong Kong Polytechnic University, Kowloon, Hong Kong

DOI: https://doi.org/10.3389/fpsyg.2019.01059
Journal volume & issue: Vol. 10

Abstract

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Although humility is an outstanding characteristic of many beloved and respected leaders, little is understood regarding the effect of leader humility on follower job performance. The current study examines how leader humility affects follower performance. Drawing on the self-determination theory, we suggest that leader humility, via follower harmonious passion, contributes to follower performance. With multiphase leader-follower paired data, we find that leader humility is positively related to follower performance, this positive relationship is partially mediated by follower harmonious passion, and the indirect effect of leader humility on follower performance via follower harmonious passion is stronger with a high level of follower humility.

Published in Frontiers in Psychology

ISSN: 1664-1078 (Online)
Publisher: Frontiers Media S.A.
Country of publisher: Switzerland
LCC subjects: Philosophy. Psychology. Religion: Psychology
Website: https://www.frontiersin.org/journals/psychology

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