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In line with emerging conceptualizations of humility in organizations, the purpose of this paper is to examine how leader humility and distance-based factors (i.e. power distance orientation (PDO) and hierarchical distance) interact to predict follower psychological empowerment.

The authors tested the hypotheses using a sample of 294 employees in South Korea. Moderated regression and bootstrapping analyses were conducted to test for direct and moderated relationships.

Results indicated that leader humility positively predicted follower psychological empowerment, and followers’ PDO positively moderated this relationship. Results of a three-way interaction indicated that the impact of leader humility on follower psychological empowerment was strongest when both followers’ levels of PDO and hierarchical distance were high.

Humility can provide a new lens through which to understand the leadership process. Beyond anecdotal accounts, this study provided strong evidence for the value of humility on the list of qualities essential for successful leadership.

This is the first study to provide empirical evidence for the moderating effect of PDO and hierarchical distance on the relationship between leader humility and follower empowerment. The findings highlight the benefits of understanding the roles of followers’ cultural value orientation and hierarchical position in the effectiveness of leader humility.

The purpose of this paper is to investigate the moderated mediation model in which the effect of perceived organizational support (POS) on knowledge sharing intention is mediated by levels of individual affective commitment to the organization, while the relationship between POS and affective commitment is moderated by organizational tenure.

Hypotheses on mediation, moderation and moderated mediation were tested with data collected from Korean for-profit organizations. Conditional process analyses with bootstrapping supported all three hypotheses.

The findings demonstrate that the relationship between POS and knowledge sharing intention is mediated by affective organizational commitment. In addition, the mediation effect is strengthened when an individual’s organizational tenure is low. Theoretical and practical implications and directions for future research are followed.

This study contributes to the literature on knowledge sharing by providing a basis for understanding the mediating mechanism through which POS influences knowledge sharing intention, and, ultimately, organizational functioning via individual affective attitude. This is the first attempt examining the role of organizational tenure as a key contingency factor in knowledge sharing. By investigating the underlying logic of individual intention to share knowledge, this study expands the current spectrum for knowledge management.

In line with emerging conceptualizations of humility in organizations, the purpose of this paper is to examine how leader humility and distance-based factors [i.e. power distance orientation (PDO) and hierarchical distance] interact to predict follower psychological empowerment.

The authors tested the hypotheses using a sample of 294 employees in South Korea. Moderated regression and bootstrapping analyses were conducted to test for direct and moderated relationships.

Results indicated that leader humility positively predicted follower psychological empowerment, and followers’ PDO positively moderated this relationship. Results of a three-way interaction indicated that the impact of leader humility on follower psychological empowerment was the strongest when both followers’ levels of PDO and hierarchical distance were high.

This is the first study to provide empirical evidence for the moderating effect of PDO and hierarchical distance on the relationship between leader humility and follower empowerment. The findings highlight the benefits of understanding the roles of followers’ cultural value orientation and hierarchical position in the effectiveness of leader humility.

The purpose of this study is to examine the joint effects of employees’ core self‐evaluations and perceived transformational leadership of their supervisors on employees’ affective commitment to the organization.

Subjects were drawn from a Fortune Global 500 company in Korea. Descriptive statistics and hierarchical multiple regression analyses were used to explain the variance in organizational commitment.

Core self‐evaluations and transformational leadership positively influenced employees’ organizational commitment. In terms of effect size, organizational commitment was more related to transformational leadership than core self‐evaluations. As for transformational leadership, employees exhibited the highest organizational commitment when their leaders articulated the vision, promoted group goals, and provided intellectual stimulation.

The sample of this study is likely restricted to a certain group with similar demographic characteristics (e.g. male junior managers with relatively high education levels). This study, like most organizational commitment studies, relied on self‐reported and cross‐sectional survey method.

Since core self‐evaluations tend to be stable over time, HR professionals need to recruit and select those with higher core self‐evaluations. HR/OD professionals can help managers change their leadership in a transformative fashion (vision articulation, group goal promotion, and intellectual stimulation) by providing relevant training programs and developmental relationships such as coaching and mentoring.

This study took an integrative approach that encompasses personal and contextual factors in a study. It found not only a significant relationship between core self‐evaluations and organizational commitment, but also the interaction effects of core self‐evaluations and one of the dimensions of transformational leadership.