این مقاله علمی پژوهشی (ISI) به زبان انگلیسی از نشریه الزویر مربوط به سال ۲۰۲۲ دارای ۱۵ صفحه انگلیسی با فرمت PDF می باشد در ادامه این صفحه لینک دانلود رایگان مقاله انگلیسی و بخشی از ترجمه فارسی مقاله موجود می باشد.
کد محصول: M1228
سال نشر: ۲۰۲۲
نام ناشر (پایگاه داده): الزویر
نام مجله: Tourism Management
نوع مقاله: علمی پژوهشی (Research articles)
تعداد صفحه انگلیسی: ۱۵ صفحه PDF
عنوان کامل فارسی:
مقاله انگلیسی ۲۰۲۲ : دیدگاه تئوری رهبری ضمنی در مورد تواضع رهبر و نتایج کارکنان: بررسی احتمالات فردی و سازمانی
عنوان کامل انگلیسی:
An implicit leadership theory lens on leader humility and employee outcomes: Examining individual and organizational contingencies
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An emerging leadership style centered on the moral practice of humility has recently garnered the attention of organizational researchers in the hospitality field. Taken in tandem with the prevailing empirical evidence supporting the various salutary effects of leader humility on employees’ job attitudes and moral behaviors, the current set of studies offers an implicit theoretical perspective on leadership that underlines the importance of identifying both individual characteristics and organizational factors that can alter employees’ assessments of humble leaders. We propose that employees’ assessments of humble leaders’ benevolence hinge on the employees’ learning goal orientations and their perceptions of informational justice in the workplace. The results of two multi-wave field studies indicate perceptions of humble leaders’ benevolence are significantly more favorable among employees who have strong learning goal orientations and high perceptions of informational justice. Employees’ perceptions of leader benevolence are, in turn, positively associated with the employees’ affective commitment.
Keywords: Leadership humility, Learning goal orientation, Informational justice, Affective commitment
Across cultural and religious contexts, humility, which entails humaneness, kindness, and caring for others, is widely regarded as a salient virtue (Stellar et al., 2018). As a socially shaped interpersonal quality, humility is an attitudinal reflection of how one sees oneself in relation to others (Wang et al., 2018). Humility requires a person to engage in meaningful self-reflection and self-assessment of their strengths and weaknesses. Self-reflection and self-assessment put a person on the continuous path toward improvement, referred to as self-transcendence (Tangney, 2002; Owens & Hekman, 2016). Humble individuals tend to shift the focus from themselves to others, and they learn from others by acknowledging others’ strengths (Owens & Hekman, 2012). Existing evidence in positive psychology supports the positive effects of humility in the workplace. These effects appear in areas such as moral practice, creativity, work performance, and personal well-being (Wang et al., 2017; Zhong et al., 2019). One resurgent area of research places humility in the leadership context (e.g., Owens et al., 2015). There are two driving factors behind such research. First, humble leaders, especially leaders in high positions, are not commonly seen in real life (e.g., Qin et al., 2020). Leaders are often pictured as strong, decisive, and heroic figures who lead subordinates out of the woods by demonstrating courage and strength (Junker & Van Dick, 2014). Second, in some situations, humility is negatively perceived and linked with a lack of self-confidence, shyness, and passivity (Coulehan, 2010). Third, although humility is often perceived favorably, followers perceive leader effectiveness and favorability separately; namely, a leader perceived as favorable may not be considered effective (Schyns & Schilling, 2011)…
The current set of studies reveals that leader humility contributes to followers’ perceptions of leader benevolence, which in turn are positively associated with affective commitment in the hospitality work setting. The effect of leader humility on followers’ perceived leader benevolence is influenced by followers’ (۱) learning goal orientations and (2) perceptions of informational justice. Taken together, these findings indicate that although leader humility is generally an important contributor to followers’ perceptions of leader benevolence and levels of affective commitment, both individual and organizational factors help determine the impact of leader humility. Indeed, there are individual variations in how employees respond to leader humility. To gain more comprehensive insight into leader humility, it is necessary to conduct research exploring both individual and organizational boundary conditions across cultural contexts.
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