ArticleFrontiers in psychology2025
From leadership humility to customer satisfaction: a study of employee engagement in the Chinese service industry.
Article in Frontiers in psychology, 2025. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Not yet cited in PubMed.
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Abstract
Purpose: The study proposes to integrate Leader-Member Exchange (LMX) and Self-Determination Theory (SDT) to study Humble Leadership (HL) impact on Employee engagement, Service Performance and Customer satisfaction in the Chinese service industry. Design/methodology/approach: A quantitative approach used purposive sampling, including 485 participants from organizations in the Chinese service industry. The data was further processed and tested through a PLS-SEM procedure to check the hypothesized relationships. Findings: Results of the study prove that leadership humility (LHU; Practical implications: The study results propose practical suggestions for managers and leaders in the service industry as Organizations should develop humble leadership behaviors, empowering, and creating psychological safety while satisfying employees' needs for autonomy, competence, and relatedness. Originality/value: The study helps in defining humble leadership as it integrates LMX and SDT frameworks in the context of the Chinese service industry. The study thus provides empirical evidence as to how humble leadership and employee engagement jointly work in the direction of better service performance and customer outcomes, consequently contributing to the literature on both leadership and service management.
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