Linking leader humility, reverse mentoring and subordinate turnover intentions: empirical evidence from the Indian information technology industry

Abstract

Purpose

Reverse mentoring is gaining attention as a means to engage and retain young employees by facilitating the exchange of knowledge, ideas and perspectives with their senior counterparts (leaders). Despite its widespread recognition, there remains a significant scarcity of empirical evidence regarding its enablers and effectiveness. Building on this research gap, this study aims to investigate the association between leader humility, reverse mentoring and subordinate turnover intentions using the theoretical frameworks of job demand resource theory and social exchange theory. In addition, the study assesses how leader competence moderates the impact of leader humility on promoting reverse mentoring.

Design/methodology/approach

The study used time-lagged multi-wave data with a two-week interval between each wave, collected from 386 information technology professionals working in different organisations in India. The hypotheses developed were tested using partial least square structural equation modelling.

Findings

The finding from the analysis reveals that leader humility had a significant impact in promoting reverse mentoring, which consequently led to reduced subordinate turnover intentions. In addition, leader competence positively moderates the association between leader humility and reverse mentoring.

Originality/value

To the best of the authors’ knowledge, this study is the first to empirically examine the impact of reverse mentoring on subordinates’ turnover intentions, as well as the indirect effect of leader humility on turnover intention through reverse mentoring. Furthermore, the study sheds light on the previously under-researched boundary conditions of leader humility.

Citation

Upadhyay, S. and Singh, P. (2024), "Linking leader humility, reverse mentoring and subordinate turnover intentions: empirical evidence from the Indian information technology industry", International Journal of Organizational Analysis, Vol. 32 No. 8, pp. 1483-1500. https://doi.org/10.1108/IJOA-05-2023-3777