Why is leader humility related to OCBs? A psychological entitlement explanation of the curvilinear moderated relations

Abstract

Purpose

Integrating the reciprocity and equity lenses, this study explores the curvilinear relationship between leader humility and employee organizational citizenship behaviors (OCBs) by introducing psychological entitlement and perspective taking, and constructing a moderated mediation curvilinear model aiming to provide a more comprehensive understanding of why and how leader humility affects OCBs.

Design/methodology/approach

Using multisource, three-wave data collected from 261 employees and 55 supervisors in China, we adopted multi-level modeling analysis to test the moderated mediation curvilinear model that links leader humility to OCBs.

Findings

We found a curvilinear relationship between leader humility and psychological entitlement, and psychological entitlement mediated the curvilinear indirect relationship between leader humility and OCBs. Furthermore, employees' perspective taking buffered this curvilinear indirect effect.

Originality/value

Following social exchange theory and prior research discussing the potential benefits and drawbacks of leader humility, this study developed and tested a moderated mediation curvilinear model of the relationship between leader humility and OCBs. Our study thus provides a more balanced and dialectical perspective on understanding the effects of leader humility and enriching the leadership process model. This study also offers actionable strategies for leaders and organizations to optimize the benefits of humble leadership.

Citation

Chen, M., Zheng, X. and Wu, B. (2024), "Why is leader humility related to OCBs? A psychological entitlement explanation of the curvilinear moderated relations", Leadership & Organization Development Journal, Vol. 45 No. 6, pp. 1028-1047. https://doi.org/10.1108/LODJ-06-2023-0332