Outcomes of Humble Leadership on Employee Organizational Citizenship Behaviors; Mediating Role of Psychological Safety

Authors

  • Ahmad Din Ph. D Scholar, Institute of Commerce and Management, Shah Abdul Latif University, Khairpur
  • Amir Hussain Shar Dean, Faculty of Management Sciences, Shah Abdul Latif University, Khairpur
  • Qamar Abbas Mangi Assistant Professor, Institute of Commerce and Management, Shah Abdul Latif University, Khairpur

DOI:

https://doi.org/10.58661/ijsse.v4i1.248

Keywords:

humble leadership, psychological safety, employee organizational citizenship behaviors, social exchange theory

Abstract

The current study model asserts a certain influence concerning humble leadership over employees' outcome (OCB) is treated through psychological safety and draws its assumptions from the social exchange theory. According to the theory, leader humility fosters high levels of employee psychological safety in order to increases employee OCB towards the organization. An analysis of the findings was done utilizing a quantitative research approach. Due to the use of a time-lag research strategy, the sample size for this study is 247. Since data was collected from Pakistan's banking industry. The findings support the idea that humble leadership and employees' OCB are mediated by employees' psychological safety. The current study draws this conclusion based on its theoretical and methodological strengths, implications, and research limitations for the future.

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Published

2024-01-30

How to Cite

Ahmad Din, Amir Hussain Shar, & Qamar Abbas Mangi. (2024). Outcomes of Humble Leadership on Employee Organizational Citizenship Behaviors; Mediating Role of Psychological Safety. International Journal of Social Science & Entrepreneurship, 4(1), 91–109. https://doi.org/10.58661/ijsse.v4i1.248

Issue

Vol. 4 No. 1 (2024): International journal of Social Science and Entrepreneurship (IJSSE)

Section

Articles