Affiliation:
1. Business School, Jiangsu Open University, Nanjing, Jiangsu, China
2. Nanjing Pengli Technology Group Co., Ltd., Nanjing, Jiangsu, China
Abstract
BACKGROUND: “Silence” is a common phenomenon in the operation of enterprises, where some instances of silence can uphold organizational harmony, while other forms can exacerbate organizational issues, hindering intra-organizational information transfer and decision-making and affecting organizational innovation. OBJECTIVE: This study aims to explore the relationship between humble leadership style and employee silent behavior, verifying the mediating role of psychological contracts in this relationship. METHODS: Based on the social exchange theory, hypotheses are validated using descriptive statistical analysis, correlation analysis and the SEM structural equation modeling testing. RESULTS: The findings indicate a significant negative correlation between humble leadership and employee silence. Humble leadership significantly inversely predicts permissive and defensive dimensions of employee silence, while the correlation with the prosocial dimension is insignificant. Moreover, psychological contracts partially mediate the impact of humble leadership on permissive silence and defensive silence among employees. CONCLUSION: The study helps managers comprehend how humble leadership, characterized by the traditional Chinese “humility” culture, affects employee silence. Especially within Chinese enterprises, where employees are influenced by traditional Chinese thought and exhibit historical dependency on silent behavior, probing whether the humble leadership style can effectively encourage employees to provide constructive suggestions for organizational development is particularly meaningful.
Reference40 articles.
1. Research on the Impact of Health-Promoting Leadership on Organizational Citizenship Behavior [J];Li;Journal of Guangdong University of Petrochemical Technology,2023
2. Measurement of Employee Silence in the Chinese Context and the Impact of Trust Thereon [J];Zheng;Acta Psychologica Sinica,2008
3. Organizational silence: a barrier to change and development in a pluralistic world;Morrison;Academy of Management Review,2000
4. Speaking Up in the Operating Room: How Team Leaders Promote Learning in Interdisciplinary Action Teams;Edmondson;Journal of Management Studies,2003
5. Knowledge Sharing Within Organizations: Concept, Measurement, and Integrated Model [J];Shi;Library and Information Work,2011