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  1. Why and When Employees Like to Speak Up More Under Humble Leaders? The Roles of Personal Sense of Power and Power Distance.Xiaoshuang Lin, Zhen Xiong Chen, Herman H. M. Tse, Wu Wei & Chao Ma - 2019 - Journal of Business Ethics 158 (4):937-950.
    Research investigating the underlying mechanisms and boundary conditions under which leader humility influences employee voice remains underdeveloped. Drawing from approach–inhibition theory of power and leader humility literature, we developed a moderated-mediation model in which personal sense of power was theorized as a unique mechanism underlining why employees feel motivated to speak up under the supervision of humble leaders. Additionally, the cultural value of power distance was proposed to be a relevant boundary condition to influence such relationship. We tested the model (...)
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  • Is Leader Humility a Friend or Foe, or Both? An Attachment Theory Lens on Leader Humility and Its Contradictory Outcomes.K. Bharanitharan, Zhen Xiong Chen, Somayeh Bahmannia & Kevin B. Lowe - 2019 - Journal of Business Ethics 160 (3):729-743.
    As studies continue to accumulate on leader humility, it has become clear that humility in a leader is largely beneficial to his or her followers. While the majority of the empirical research on this topic has demonstrated the positive effects of leader humility, this study challenges that consensus by arguing that a leader’s humble behavior can have contradictory outcomes in followers’ voice behavior. Drawing on attachment theory, we develop a model which takes into account the ways in which leader humility (...)
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  • Leader Humility and Team Innovation: Investigating the Substituting Role of Task Interdependence and the Mediating Role of Team Voice Climate.Wenxing Liu, Jianghua Mao & Xiao Chen - 2017 - Frontiers in Psychology 8.
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  • Humble Leadership and Employee Resilience: Exploring the Mediating Mechanism of Work-Related Promotion Focus and Perceived Insider Identity.Yanhan Zhu, Shuwei Zhang & Yimo Shen - 2019 - Frontiers in Psychology 10.
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  • Echoes of Corporate Social Responsibility: How and When Does CSR Influence Employees’ Promotive and Prohibitive Voices?Juan Wang, Zhe Zhang & Ming Jia - forthcoming - Journal of Business Ethics:1-17.
    In this study, we examine whether, how, and when corporate social responsibility increases promotive and prohibitive voices in accordance with ethical climate theory and multi-experience model of ethical climate. Data from 382 employees at two time points are examined. Results show that CSR is positively related to promotive and prohibitive voices. Other-focused and self-focused climates mediate the relationship between CSR and the two types of voice. Moreover, humble leadership moderates the positive relationship between CSR and other-focused climate. Such leadership moderates (...)
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  • Leaders’ Expressed Humility and Followers’ Feedback Seeking: The Mediating Effects of Perceived Image Cost and Moderating Effects of Power Distance Orientation.Jing Qian, Xiaoyan Li, Baihe Song, Bin Wang, Menghan Wang, Shumeng Chang & Yujiao Xiong - 2018 - Frontiers in Psychology 9.
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  • The Evolution and Challenges of the Concept of Organizational Virtuousness in Positive Organizational Scholarship.Marcel Meyer - 2018 - Journal of Business Ethics 153 (1):245-264.
    This paper critically reviews and discusses the concept of organizational virtuousness as presented in positive organizational scholarship. It identifies Kim S. Cameron, David S. Bright, and Arran Caza as the most influential researchers within this field and portrays commonalities, differences, and inconsistencies among the various notions of organizational virtuousness offered in positive organizational literature throughout the last 15 years. While the commonalities refer to attributes, levels of analyses, outcomes, and methodology, the variances concern the locus of residence, the priority of (...)
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