How Humble Leadership Influences Employee Voice The Roles of Psychological Safety and Work Engagement

被引：1

作者：

Kerse, Gokhan ^{[1
]}

Kocak, Daimi ^{[2
,4
]}

Ozdemir, Sefik ^{[3
]}

机构：

[1] Kafkas Univ, Fac Econ & Adm Sci, Kars, Turkiye

[2] Erzincan Binali Yildirim Univ, Ali Cavit Celebioğlu Civil Aviat High Sch, Erzincan, Turkiye

[3] Aksaray Univ, Grad Sch Hlth Sci, Aksaray, Turkiye

[4] Erzincan Binali Yıldırım Univ, Ali Cavit Celebioğlu Civil Aviat Sch, Yalnızbağ Campus, TR-24100 Erzincan, Turkiye

来源：

ZEITSCHRIFT FUR ARBEITS-UND ORGANISATIONSPSYCHOLOGIE | 2024年 / 68卷 / 03期

关键词：

humble leadership; psychological safety; work engagement; employee voice; PROACTIVE PERSONALITY; TEAM PERFORMANCE; HUMILITY; BEHAVIOR; MEDIATION; CRISIS; INFORMATION; RESOURCES; KNOWLEDGE; EFFICACY;

D O I：

10.1026/0932-4089/a000425

中图分类号：

B849 [应用心理学];

学科分类号：

040203 ;

摘要：

In this study, we tested a serial mediation model that examines psychological safety and work engagement as mediators in the relationship between humble leadership and employee voice with reference to social information processing theory. Data were collected from 442 white-collar employees of two government-owned companies located in a major city in Turkey. The results showed that both psychological safety and work engagement mediated the relationship between humble leadership and employee voice. This study determined that humble leadership had positive cognitive (psychological safety) and behavioral (work engagement and employee voice) outcomes during the times of the COVID-19 pandemic. The theoretical and practical implications of the results are also discussed.

引用

页码：111 / 123

页数：13

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