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Humble leadership and team voice: the mediating effects of information, team psychological safety, and team-efficacy
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| 7.72 MB | Adobe PDF |
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This study examines the direct and indirect effects of humble leadership on team voice.
Although the relationship between leadership styles and voice is widely investigated, humble
leadership and team voice, both relatively new constructs, remained out of sight. Drawing
upon social interdependence theory, information exchange, team psychological safety, and
team-efficacy are proposed to mediate the relationship between humble leadership and team
voice. Research is conducted at the team-level analysis and involved 209 team members from
52 teams in 21 companies collected through a snowball sample. Results were provided by the
SPSS macro PROCESS using the regression-based approach and bootstrapping techniques.
Findings showed that humble leadership is positively related to team voice. Furthermore,
findings supported the mediating effect of information exchange. However, no support was
given for the mediating effects of team psychological safety and team-efficacy. Theoretical
and practical implications of the findings are addressed.
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Humble leadership Information exchange Team psychological safety Team-efficacy Team voice Social interdependence theory