The Psychological Effect of Humble Leadership on Employee Turnover and Resilience
A leader is merely overhead unless he is bringing out the best in his employees. Unfortunately, many leaders lose sight of this. Power, can cause leaders to become overly obsessed with outcomes and control, and, therefore, treat their employees as means to an end. The key, is to help people feel purposeful, motivated, and energized so they can bring their best selves to work. When leaders are humble, show respect, and ask how they can serve employees as they go about improving the organization, the outcomes can be astonishing.
Humility is as one of the major critical leadership factors that induces a culture whereby the working staff have a sense of inclusion. When practiced, the employees see selfless act in their leaders, a style characterized by behaviour of humility,e.g. facing criticism and acknowledging their mistakes; allowing the employees to learn and develop; demonstrating valour, e.g. taking personal risks for the larger good; and holding them personally responsible for outcomes, this way the employees are more likely to exhibit their feelings to be a part of their working teams-- be it men or women. Employees who notice selfless behavior in their managers are more Innovative- exhibiting new ideas and ways of doing work better. Moreover, they are more engaged in team onus behavior, working beyond office hours, doing the work of an unreported colleague.
Following a bottom-up leadership style, the study of humble leadership has attracted increasing attention from working scholars in recent past around the planet. But its effectiveness on employees engagement and mechanism still lack rigorous empirical study. In this research paper, we have prepared the mechanism and boundary condition by which humble leader’s act and behaviour influences the employees’ turnover intention. Two wave data was collected from 251 sales and technological personnel in India supporting our hypothesized model. It was found that humble leader behavior is significantly not related to follower turnover intention. The relationship between the two is further partially inter weaved by organizational identification, and moderated by leader expertise.