Evidence map›Paper›PMID 38532473›Full record

ArticleBMC psychology2024

Unlocking employee innovative behavior: the role of humble leadership, core self-evaluation, and leader-member exchange.

Gaofeng Wang, Laiba Saher, Tang Hao, Asad Ali, Muhammad Waqas Amin

Abstract read
PubMed Full text at PMC Publisher
In one paragraph

Article in BMC psychology, 2024. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Cited by 3 papers.

0numbers the graph read from it
0cells of the map it votes in
3citing papers in PubMed
–field-weighted citation impact
1 · What the graph read from it

What it found

Each row is one number read from the abstract, on the scale the paper reported it, with its interval. Left of the dashed line favours the treatment, right favours the comparator. Under each row is the sentence it came from. New to these charts? A ten-minute tutorial.

The abstract states no effect estimate the extractor could read, or names no intervention and outcome on the map, so this paper lights no cell and moves no belief. It is still indexed, cited and linked below.

2 · The registry

The trial behind it

Trials whose registry record cites this paper, or whose number appears in the abstract. A trial that started after this paper was published is citing it as background, not reporting it.

Neither the registry nor the abstract names a trial number. If this is a trial report, that itself is worth knowing.

3 · Its place in the literature

Who cites it

3 citing papers in PubMed.

  1. Article
  2. Article
  3. Article
4 · The record

Corrections and comments

PubMed lists nothing against this paper. Absence here is not a guarantee, only a check that was made.

5 · Who and what money

Authors and funding

5 authors.

Gaofeng WangSchool of Public Administration and Sociology, Jiangsu Normal University, Xuzhou, Jiangsu, China.
Laiba SaherUniversity of the Punjab, Lahore, Pakistan.
Tang HaoSchool of business administration, ZhongNan University of Economics and Law, 430073, Wuhan, China. tanghaofafa@163.com.
Asad AliFoundation University, Islamabad, Pakistan.
Muhammad Waqas AminSchool of Management, Yanshan University, Qinhuangdao, China.

Funding

Jiangsu Normal University 19XFRX035
6 · The paper itself

Abstract

Humble leadership has gained attention in recent years due to its potential impact on employee performance. This study explores the association between humble leadership and follower innovative behavior by investigating the moderating role of core self-evaluation (CSE) and the mediating role of leader-member exchange (LMX). The study uses data from 328 followers and their immediate leaders to test a mediated moderation model. Results show that there is a favorable association between humble leadership and LMX and followers' innovative behavior, particularly pronounced for followers who possess lower levels of CSE. The findings suggest that humble leaders should focus their development efforts on followers with low CSE to achieve complementarity congruity and improved innovation. This research enhances the existing body of knowledge by emphasizing the significance of comprehending the functions of relational procedures and the psychological resources of followers in determining the effectiveness of humble leadership. These findings have practical implications for organizations seeking to enhance their leadership effectiveness and followers' innovative behavior.

Indexed as

Diagnostic Self EvaluationLeadershipHumansCore self-evaluationHumble leadershipInnovative behaviorLeader-member exchange

Identifiers

PMID38532473
PMCPMC10967089

What OpenQuestion holds

Textmetadata
LicenceCC BY
Read underepoch 390

Registered trials

None linked

Read under generation 80e0d062 · epoch 390. Bibliography from PubMed, PubMed Central and OpenAlex; grants from NIH RePORTER; trial links from ClinicalTrials.gov; estimates, votes and beliefs from the OpenQuestion graph.