Humble Leadership, Psychological Safety, Knowledge Sharing, and Follower Creativity: A Cross-Level Investigation

The leadership literature has provided growing evidence regarding the power of leadership in facilitating follower creativity. Despite these advances, a noticeable omission in this body of research is humble leadership. The study extends previous research by developing a cross-level moderated mediat...

Full description

Saved in:
Bibliographic Details
Published in:Frontiers in psychology 2018-09, Vol.9, p.1727-1727
Main Authors: Wang, Yanfei, Liu, Jieqiong, Zhu, Yu
Format: Article
Language:English
Subjects:
follower creativity
humble leadership
knowledge sharing
psychological safety
Psychology
social information processing
Citations: Items that this one cites
Items that cite this one
Online Access:Get full text
Tags: Add Tag
No Tags, Be the first to tag this record!
Description
Summary:The leadership literature has provided growing evidence regarding the power of leadership in facilitating follower creativity. Despite these advances, a noticeable omission in this body of research is humble leadership. The study extends previous research by developing a cross-level moderated mediation model and examining the roles that psychological safety and knowledge sharing may play in the relationship between humble leadership and follower creativity. Using a time-lagged data of 328 team members nested within 106 teams, the results show that: (a) psychological safety mediates the relationship between humble leadership and follower creativity; (b) knowledge sharing moderates the relationship between psychological safety and follower creativity; and (c) the indirect influence of humble leadership on follower creativity through psychological safety is stronger when knowledge sharing is high.
ISSN:1664-1078
1664-1078
DOI:10.3389/fpsyg.2018.01727