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der capability was significant in predicting leader effectiveness (γ = 0.31, SE = 0.12, p < 0.05). We present the interactive pattern in Figure 2 . Simple slope tests showed that authoritarian leadership was negatively related to leader effectiveness evaluation when leader capability was low (simple slope = −0.50, SE =... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9819526/ | When Is Authoritarian Leadership Less Detrimental? The Role of Leader Capability - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.632 | 0.7 | ["leadership"] | 440 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.240273 | [
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high (simple slope = 0.19, SE = 0.13, p > 0.05). The difference between these simple slopes was 0.69 (SE = 0.27, p < 0.05). Thus, Hypothesis 4 was supported. Figure 2. Open in a new tab The relationship between authoritarian leadership and leader effectiveness under the conditions of low and high leader capability. We ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9819526/ | When Is Authoritarian Leadership Less Detrimental? The Role of Leader Capability - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.459 | 0.696 | ["leadership", "networking"] | 430 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.240369 | [
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ion effects hypothesized in Hypotheses 5a and 5b. Results showed that the indirect effect between authoritarian leadership and task performance via leader effectiveness was negative when leader capability was low (estimate = −0.18, 95% CI = (−0.3791, −0.0388)), but it was not significant when leader capability was high... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9819526/ | When Is Authoritarian Leadership Less Detrimental? The Role of Leader Capability - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.625 | 0.7 | ["leadership", "philosophy"] | 496 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.240451 | [
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t (difference = 0.25, 95% CI = (0.0451, 0.5325)). Thus, Hypothesis 5a was supported. The indirect effect between authoritarian leadership and affective organizational commitment via leader effectiveness was negative when leader capability was low (estimate = −0.29, 95% CI = (−0.4754, −0.0978)), but it was not significa... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9819526/ | When Is Authoritarian Leadership Less Detrimental? The Role of Leader Capability - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.438 | 0.702 | ["leadership"] | 512 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.240515 | [
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s significant (difference = 0.40, 95% CI = (0.1094, 0.6698)). Thus, Hypothesis 5b was supported. 5. Discussion 5.1. Result Discussions Taking a leader-centered perspective, this study examined when AL is less detrimental to employees’ task performance and affective organizational commitment, incorporating leader effect... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9819526/ | When Is Authoritarian Leadership Less Detrimental? The Role of Leader Capability - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.421 | 0.676 | ["leadership", "education", "philosophy"] | 473 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.240582 | [
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multisource, and three-wave study was conducted. Based on the data from 99 supervisors and 341 subordinates, this study tested the hypotheses and revealed several essential conclusions that may contribute to the existing literature, as follows. First, authoritarian leadership was negatively related to leader effectiven... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9819526/ | When Is Authoritarian Leadership Less Detrimental? The Role of Leader Capability - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.621 | 0.81 | ["leadership", "education", "philosophy"] | 414 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.240648 | [
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formance and affective organizational commitment. The results are consistent with the previous finding that AL was negatively related to followers’ outcomes [ 12 , 48 ], such as work–family balance [ 8 ], employees’ creativity [ 9 ], extra-role performance [ 10 , 11 , 12 ], ethical behavior [ 13 ], work performance [ 1... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9819526/ | When Is Authoritarian Leadership Less Detrimental? The Role of Leader Capability - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.504 | 0.88 | ["philosophy", "leadership", "ethics", "innovation", "family"] | 512 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.240723 | [
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evaluation, employees’ task performance, and affective organizational commitment, and we have empirically supported this finding. Second, leader effectiveness evaluation was positively related to employees’ task performance and affective organizational commitment. Earlier studies on leader effectiveness evaluations hav... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9819526/ | When Is Authoritarian Leadership Less Detrimental? The Role of Leader Capability - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.445 | 0.834 | ["leadership", "philosophy"] | 511 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.240793 | [
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ing leader effectiveness that can foster positive outcomes. Hence, by empirically examining how leader effectiveness evaluation may be associated with employees’ task performance and affective organizational commitment, our study offers empirical evidence of the positive effect of perceived leader effectiveness. Third,... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9819526/ | When Is Authoritarian Leadership Less Detrimental? The Role of Leader Capability - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.439 | 0.816 | ["leadership", "philosophy", "networking", "education"] | 467 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.240866 | [
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formance and affective organizational commitment. This is different from prior studies, which adopted an employee-centered perspective and showed the mediating effect of self-identity [ 22 ], perceived insider status [ 6 ], uncertainty evaluation [ 18 ], employees’ fear [ 9 ], work alienation [ 23 , 24 ], role percepti... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9819526/ | When Is Authoritarian Leadership Less Detrimental? The Role of Leader Capability - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.415 | 0.728 | ["philosophy"] | 512 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.240950 | [
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sor [ 12 , 25 , 26 ] and LMX ambivalence [ 27 ] in linking AL and employees outcomes. Our study has recognized the vital role of leader effectiveness evaluation as the mechanism linking AL and employees’ workplace outcomes, explaining why AL harms subordinates’ task performance and affective organizational commitment f... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9819526/ | When Is Authoritarian Leadership Less Detrimental? The Role of Leader Capability - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.595 | 0.858 | ["leadership", "education", "philosophy"] | 512 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.241574 | [
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ll as moderates the indirect effect of AL on followers’ task performance and affective organizational commitment via leader effectiveness evaluation. More explicitly, when leaders’ capability is perceived as high, the negative relationship between AL and leader effectiveness evaluation is insignificant. Moreover, the i... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9819526/ | When Is Authoritarian Leadership Less Detrimental? The Role of Leader Capability - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.603 | 0.822 | ["leadership", "networking", "philosophy"] | 478 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.241707 | [
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insignificant when leaders’ capability was high. The result is also consistent with previous studies showing that contextual factors can make AL less detrimental to employees’ workplace outcomes. For instance, Shen and colleagues [ 22 ] found that when a group believes in traditional values, the negative relationship b... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9819526/ | When Is Authoritarian Leadership Less Detrimental? The Role of Leader Capability - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.521 | 0.852 | ["leadership", "ethics", "networking"] | 511 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.241829 | [
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text of Russia, AL reduces turnover intentions only among followers with a highly perceived prototype of a leader. Harms and colleagues [ 21 ] summarized followers’ characteristics (e.g., need for structure) and situational factors (e.g., resource availability) as important boundary conditions to impact the outcomes of... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9819526/ | When Is Authoritarian Leadership Less Detrimental? The Role of Leader Capability - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.444 | 0.672 | ["leadership"] | 424 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.241967 | [
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ions has gained increasing attention in research. Nevertheless, most efforts have been put into an employee-centered perspective to show when and why AL may not harm employees’ workplace outcomes. Our study adopts a leader-centered perspective and showed that AL can harm employees’ task performance and affective commit... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9819526/ | When Is Authoritarian Leadership Less Detrimental? The Role of Leader Capability - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.532 | 0.828 | ["leadership", "networking", "education", "philosophy"] | 452 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.242057 | [
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elationship is contingent on leaders’ capability. In other words, when leaders are considered as being of high capability, they are more likely to be legitimized for engaging in authoritarian behaviors. 5.3. Limitations and Further Research Our study has a few limitations that provide suggestions for future research di... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9819526/ | When Is Authoritarian Leadership Less Detrimental? The Role of Leader Capability - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.462 | 0.852 | ["leadership", "education"] | 512 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.242154 | [
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contingent factor to influence the effectiveness evaluations toward AL. Yet, it may also be possible that other factors may impact the effect of AL, such as leader integrity, and may work as an important conditional factor to influence employees’ evaluations toward AL [ 71 ]. In the current study, we performed a supple... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9819526/ | When Is Authoritarian Leadership Less Detrimental? The Role of Leader Capability - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.484 | 0.858 | ["leadership", "ethics", "war_conflict", "education", "philosophy"] | 511 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.242269 | [
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on leader effectiveness evaluation was marginally significant (B = 0.21, SE = 0.13, p > 0.10), which indicates that leader capability seems to account for more credits than integrity. However, we suggest that future studies integrate the two components into different contexts to examine the relationship between AL and ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9819526/ | When Is Authoritarian Leadership Less Detrimental? The Role of Leader Capability - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.437 | 0.848 | ["leadership", "ethics", "networking"] | 512 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.242363 | [
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rtant contingent factors to impact the effectiveness of AL. We suggest that future studies incorporate these two factors to examine the effective of AL. Second, we found that under high leader capability, AL can be less detrimental. Yet, we did not find that high leader capability can reverse the negative impact of AL ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9819526/ | When Is Authoritarian Leadership Less Detrimental? The Role of Leader Capability - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.464 | 0.704 | ["leadership", "networking"] | 476 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.242463 | [
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iveness evaluation is 0.21, SE = 0.13, p > 0.05). In other words, the current study only found that, under certain conditions, the negative impacts of AL on leader effectiveness evaluation as well as employees’ workplace outcomes are attenuated but are not reversed to positive ones. Such findings may offer insights for... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9819526/ | When Is Authoritarian Leadership Less Detrimental? The Role of Leader Capability - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.468 | 0.864 | ["leadership", "education"] | 512 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.242576 | [
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s’ outcomes to show when AL can achieve positive outcomes. For instance, Schaubroeck and colleagues [ 6 ] hypothesized that AL could be positively related to employees’ insider status evaluations under high-team-power distance values. Similarly, Huang, Xu, Chiu, Lam, and Farh [ 77 ] found AL can be effective during eco... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9819526/ | When Is Authoritarian Leadership Less Detrimental? The Role of Leader Capability - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.521 | 0.856 | ["leadership", "management", "ethics", "crisis"] | 512 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.242691 | [
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relations, and together with a leader’s high power (not only shown by high capability but high integrity) may be more powerful to reverse the negative impact of AL. Hence, future research can incorporate these different factors to show when AL may be less detrimental or to achieve effectiveness. Third, from a leadershi... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9819526/ | When Is Authoritarian Leadership Less Detrimental? The Role of Leader Capability - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.523 | 0.856 | ["leadership", "ethics", "education"] | 511 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.242757 | [
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mes or effectiveness; however, the interactive effect of leaders’ personal qualities and followers’ characteristics on followers’ workplace outcomes from both leader- and follower-centric perspectives should also be further explored. In fact, leaders and followers do not operate in isolation but mutually constitute eac... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9819526/ | When Is Authoritarian Leadership Less Detrimental? The Role of Leader Capability - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.523 | 0.854 | ["leadership"] | 512 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.242825 | [
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ollowers would impact followers’ reaction to leadership [ 30 ]. Our knowledge about the empirical evidence of the interactive effects of leaders’ personal qualities and followers’ characteristics on the effects of AL leadership remains limited. Fourth, our study is conducted in the Chinese context, where cultural value... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9819526/ | When Is Authoritarian Leadership Less Detrimental? The Role of Leader Capability - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.469 | 0.822 | ["leadership", "education", "ethics"] | 420 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.242889 | [
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t how employees react to authoritarian treatment. For instance, studies on AL have suggested that cultural issues might be significant since different societies can tolerate authority differently, and AL may also have different popularity in different cultures. As Chinese culture generally expects power inequality [ 1 ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9819526/ | When Is Authoritarian Leadership Less Detrimental? The Role of Leader Capability - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.48 | 0.852 | ["social_justice"] | 512 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.242962 | [
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the generalizability of the current findings and whether leaders’ authoritarian behaviors may enact different reactions from different cultures. Fifth, we proposed power asymmetry, perceived control, and leaders’ information sharing in explaining how AL influences leaders’ effectiveness evaluation but did not test thos... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9819526/ | When Is Authoritarian Leadership Less Detrimental? The Role of Leader Capability - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.494 | 0.82 | ["leadership", "networking", "philosophy"] | 469 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.243037 | [
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between AL and leaders’ effectiveness evaluation. Finally, methodologically, all hypotheses were tested using the questionnaire method, and the lack of three time-lagged or experimental research designs calls for caution regarding the accurate conclusion about the causal relationships between main variables. Future res... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9819526/ | When Is Authoritarian Leadership Less Detrimental? The Role of Leader Capability - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.433 | 0.842 | ["leadership", "networking"] | 512 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.243100 | [
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the experimental research design, to better understand the proposed causal relationships between variables. 5.4. Implications This study contributes to the literature in several ways. First, by examining the leader-oriented process and conditions, this study contributes to the AL literature by further demonstrating whe... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9819526/ | When Is Authoritarian Leadership Less Detrimental? The Role of Leader Capability - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.61 | 0.836 | ["education", "leadership", "networking", "philosophy"] | 486 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.243169 | [
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ed to foster high-performance outcomes [ 1 , 4 ]. However, empirical studies have illustrated that AL has a detrimental effect on followers [ 6 , 7 , 8 , 10 , 11 , 12 , 14 , 15 , 16 , 17 , 18 , 19 ] or even team outcomes [ 31 ]. However, some recent studies suggested that AL might not lead to adverse outcomes, or in so... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9819526/ | When Is Authoritarian Leadership Less Detrimental? The Role of Leader Capability - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.447 | 0.782 | ["management", "networking", "philosophy"] | 426 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.243233 | [
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ween AL and followers’ outcomes [ 25 , 78 , 79 ]. This variability in research conclusions has promoted the call to further identify different underlining mechanisms in linking AL and employee outcomes and conditional factors that may affect the impact of AL [ 6 ]. Therefore, it becomes theoretically appealing to explo... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9819526/ | When Is Authoritarian Leadership Less Detrimental? The Role of Leader Capability - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.459 | 0.838 | [] | 425 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.243310 | [
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Front Psychol . 2025 Sep 10;16:1592148. doi: 10.3389/fpsyg.2025.1592148 Leader humility and employee proactivity: sequential affective mediation and the moderating effect of role breadth self-efficacy Yanhong Chen Yanhong Chen 1 College of Business Administration, Huaqiao University, Quanzhou, Fujian, China Find articl... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12457423/ | Leader humility and employee proactivity: sequential affective mediation and the moderating effect of role breadth self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.584 | 0.852 | ["education", "leadership"] | 511 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.476771 | [
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ngshi Zhao 2 , Meifen Jin Meifen Jin 3 College of Business Administration, Zhongnan University of Economics and Law, Wuhan, Hubei, China Find articles by Meifen Jin 3 , Xiaoyun Lan Xiaoyun Lan 4 College of Management, Shanghai University, Shanghai, China Find articles by Xiaoyun Lan 4 Author information Article notes C... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12457423/ | Leader humility and employee proactivity: sequential affective mediation and the moderating effect of role breadth self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.537 | 0.708 | ["education", "philosophy", "management", "governance"] | 512 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.477034 | [
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y University of Hong Kong, Hong Kong, China 3 College of Business Administration, Zhongnan University of Economics and Law, Wuhan, Hubei, China 4 College of Management, Shanghai University, Shanghai, China Edited by: Helena Knorr , Point Park University, United States Reviewed by: Kanwal Iqbal Khan , University of Engi... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12457423/ | Leader humility and employee proactivity: sequential affective mediation and the moderating effect of role breadth self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.544 | 0.7 | ["education", "management", "governance"] | 512 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.477183 | [
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Indonesia Suqing Wu , Zhejiang University, China ✉ *Correspondence: Yanhong Chen, rainbowcyh@126.com Received 2025 Mar 12; Accepted 2025 Aug 12; Collection date 2025. Copyright © 2025 Chen, Zhao, Jin and Lan. This is an open-access article distributed under the terms of the Creative Commons Attribution License (CC BY).... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12457423/ | Leader humility and employee proactivity: sequential affective mediation and the moderating effect of role breadth self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.509 | 0.854 | ["innovation", "education"] | 512 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.477251 | [
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nd that the original publication in this journal is cited, in accordance with accepted academic practice. No use, distribution or reproduction is permitted which does not comply with these terms. PMC Copyright notice PMCID: PMC12457423 PMID: 41000526 Abstract Despite established links between leader humility and employ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12457423/ | Leader humility and employee proactivity: sequential affective mediation and the moderating effect of role breadth self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.439 | 0.816 | ["leadership"] | 441 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.477305 | [
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y conditions remain theoretically underdeveloped. Guided by Affective Events Theory, this study examines how and when leader humility influences employee proactive behavior through sequential mediation in Chinese organizations. In Study 1, a scenario-based experiment with 105 participants, demonstrates that leader humi... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12457423/ | Leader humility and employee proactivity: sequential affective mediation and the moderating effect of role breadth self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.443 | 0.804 | ["leadership", "education"] | 414 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.477377 | [
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fostering positive mood and affective commitment. In Study 2, which collected multi-source survey data from 51 supervisors and 290 subordinates, confirms this chain mediation and further reveals that role breadth self-efficacy amplifies both the effect of affective commitment on proactive behavior and the overall indir... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12457423/ | Leader humility and employee proactivity: sequential affective mediation and the moderating effect of role breadth self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.447 | 0.824 | ["leadership", "education"] | 451 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.477437 | [
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d, along with the directions for future research. Keywords: leader humility, positive mood, affective commitment, role breadth self-efficacy, proactive behavior Introduction Proactive behavior refers to taking initiative to improve circumstances or create new ones by challenging the status quo rather than passively ada... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12457423/ | Leader humility and employee proactivity: sequential affective mediation and the moderating effect of role breadth self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.412 | 0.84 | ["leadership"] | 511 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.477503 | [
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opportunities and mitigate risks ( Parker et al., 2010 ). Not only does it generate substantial organizational benefits, but it is also critical for sustaining long-term organizational development. However, employee proactive behavior remains relatively rare in organizations ( Morrison and Phelps, 1999 ; Parker et al.,... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12457423/ | Leader humility and employee proactivity: sequential affective mediation and the moderating effect of role breadth self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.462 | 0.836 | ["crisis", "salary"] | 473 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.477558 | [
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upt the stability organizations seek to maintain. These factors often lead employees to opt for silence or passive acceptance, even when they are inclined to act, as they are deterred by the risks of taking initiative ( Parker and Collins, 2010 ). Identifying the factors that motivate employees to engage in proactive b... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12457423/ | Leader humility and employee proactivity: sequential affective mediation and the moderating effect of role breadth self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.439 | 0.864 | ["leadership", "motivation"] | 511 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.477621 | [
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tivation to engage in proactive behavior ( Parker et al., 2010 ). Previous studies have found that some traditional top-down leadership styles, such as transformational leadership ( Schmitt et al., 2016 ), self-sacrificial leadership ( Li et al., 2016 ), and paternalistic leadership ( Zhang et al., 2015 ), have positiv... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12457423/ | Leader humility and employee proactivity: sequential affective mediation and the moderating effect of role breadth self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.587 | 0.846 | ["leadership", "philosophy"] | 512 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.477690 | [
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overemphasizes the leader’s authority and influence is insufficient; instead, there is a growing call for bottom-up approaches that highlight employees’ influence in the leadership process ( Asghar et al., 2022 ; Hu et al., 2018 ; Owens and Hekman, 2012 ). Leader humility, characterized by approachability, accurate sel... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12457423/ | Leader humility and employee proactivity: sequential affective mediation and the moderating effect of role breadth self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.638 | 0.848 | ["leadership", "war_conflict", "education"] | 512 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.477747 | [
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ficant regard for employees and acknowledges their efforts ( D'Errico, 2019 ). Such behavioral displays are often seen as reflecting sincere positive emotions ( Feng et al., 2024 ), which is critical for employees when confronting the “proactivity dilemma” ( Parker et al., 2010 ). Recent studies have linked leader humi... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12457423/ | Leader humility and employee proactivity: sequential affective mediation and the moderating effect of role breadth self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.411 | 0.864 | ["leadership", "ethics", "education"] | 511 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.477825 | [
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y ( Owens et al., 2019 ), and need satisfaction ( Chen et al., 2021 ). They have largely overlooked its impact on employees’ affective reactions, however, which hinders the theoretical advancement of leader humility research ( Wang et al., 2018 ). Given that affective responses are a core psychological mechanism drivin... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12457423/ | Leader humility and employee proactivity: sequential affective mediation and the moderating effect of role breadth self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.407 | 0.836 | ["leadership"] | 451 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.477967 | [
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derstanding the effectiveness of leader humility. Toward this end, this study draws on Affective Events Theory (AET) ( Weiss and Cropanzano, 1996 ), which emphasizes how affect-laden events shape employees’ emotional responses, attitudes, and subsequent behaviors. Within leadership research, AET applications highlight ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12457423/ | Leader humility and employee proactivity: sequential affective mediation and the moderating effect of role breadth self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.596 | 0.836 | ["leadership", "resume", "war_conflict", "education"] | 510 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.478091 | [
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behavioral outcomes ( Cropanzano et al., 2017 ). This framework is particularly relevant in Chinese Confucian-influenced contexts, where supervisor–subordinate interactions are characterized by strong affective underpinnings ( Farh et al., 1998 ). In such contexts, employees’ emotional experiences are deeply tied to le... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12457423/ | Leader humility and employee proactivity: sequential affective mediation and the moderating effect of role breadth self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.421 | 0.834 | ["leadership", "ethics"] | 511 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.478210 | [
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an values of “modesty” and “respect for others,” which makes them more likely to be interpreted as positive affective events. AET thus provides a precise lens to unpack how these culturally congruent behaviors trigger emotional reactions and subsequent proactive behavior. Building on this premise, this study proposes t... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12457423/ | Leader humility and employee proactivity: sequential affective mediation and the moderating effect of role breadth self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.427 | 0.848 | ["leadership", "ethics", "education"] | 512 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.478328 | [
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(i.e., affective commitment), which, in turn, promote proactive behavior. While the sequential mediation of positive mood and affective commitment explains how leader humility fosters proactive behavior, AET also posits that individual differences may influence how work events impact employees’ emotional and behavioral... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12457423/ | Leader humility and employee proactivity: sequential affective mediation and the moderating effect of role breadth self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.418 | 0.844 | ["leadership"] | 512 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.478454 | [
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idence in one’s ability to execute a proactive, expanded role that transcends formally prescribed job requirements ( Parker, 1998 ). Proactive behavior, by nature, involves actions that exceed formal job requirements or challenge the status quo. These behaviors are inherently fraught with psychological risk and uncerta... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12457423/ | Leader humility and employee proactivity: sequential affective mediation and the moderating effect of role breadth self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.415 | 0.848 | ["philosophy", "career", "crisis", "education"] | 512 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.480176 | [
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tions, this study focuses on employees’ role breadth self-efficacy as the moderator of the above indirect relationship. Our study makes three contributions to the literature: First, this study advances understanding of the link between leader humility and employee proactive behavior by providing empirical evidence for ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12457423/ | Leader humility and employee proactivity: sequential affective mediation and the moderating effect of role breadth self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.435 | 0.702 | ["education", "leadership", "networking"] | 512 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.480860 | [
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), our focus on affective pathways (i.e., positive mood and affective commitment) not only provides a new theoretical perspective for deepening understanding of how leader humility influences employees’ willingness to engage in proactive behavior but also addresses the neglect of emotional processes in existing humilit... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12457423/ | Leader humility and employee proactivity: sequential affective mediation and the moderating effect of role breadth self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.602 | 0.848 | ["leadership", "communication", "education"] | 512 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.480953 | [
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this study identifies a key boundary condition that shapes when leader humility translates into proactive behavior through affective pathways. This responds to the call to explore individual differences in leader humility research ( Kelemen et al., 2023 ), clarifying that humility’s affective effects are amplified amon... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12457423/ | Leader humility and employee proactivity: sequential affective mediation and the moderating effect of role breadth self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.605 | 0.844 | ["leadership", "education", "management", "philosophy"] | 511 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.481038 | [
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humility as a culturally rooted concept, which has been recognized as a foundational leadership virtue in Chinese contexts ( Chen et al., 2017 ). Our findings reveal that Chinese employees tend to develop emotional ties with leaders who embody this traditional value, valuing their modesty and recognition. Moreover, as ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12457423/ | Leader humility and employee proactivity: sequential affective mediation and the moderating effect of role breadth self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.593 | 0.848 | ["leadership", "ethics", "philosophy"] | 505 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.481201 | [
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and affective processes in Chinese organizations. By applying AET, this study addresses the need by emphasizing the role of emotional processes in leadership, demonstrating that Chinese employees perceive humble leader behaviors as positive “affective events” that foster proactive action. The research model is presente... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12457423/ | Leader humility and employee proactivity: sequential affective mediation and the moderating effect of role breadth self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.579 | 0.85 | ["leadership", "communication", "education"] | 512 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.481339 | [
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® attitude (affective commitment) ® behavior (proactive behavior), with individual differences (role breadth self-efficacy) acting as a moderator. To test the proposed model, we adopt a dual-study design. Study 1 uses a scenario-based experiment to establish causal relationships in the affective mediation chain. Study ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12457423/ | Leader humility and employee proactivity: sequential affective mediation and the moderating effect of role breadth self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.589 | 0.844 | ["education", "leadership", "networking"] | 512 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.481485 | [
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r humility was initially developed in the United States. Owens and Hekman (2012) categorized its behavioral expressions into three main aspects: admitting personal limitations, faults, and mistakes; highlighting followers’ strengths and contributions; and exemplifying teachability. The majority of research on leader hu... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12457423/ | Leader humility and employee proactivity: sequential affective mediation and the moderating effect of role breadth self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.592 | 0.838 | ["leadership"] | 480 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.481606 | [
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(e.g., Lin et al., 2019 ; Zhang and Liu, 2019 ). Despite academic conceptualizations of humility originated in the West, it constitutes a fundamental principle within Chinese Confucian cultural traditions. Chiu et al. (2012) posit that humility in the Chinese context may have its uniqueness in the structural dimension.... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12457423/ | Leader humility and employee proactivity: sequential affective mediation and the moderating effect of role breadth self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.368 | 0.708 | ["leadership"] | 492 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.481742 | [
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ons of the domain may be missing ( Liden, 2012 ). Given the cultural embeddedness of leadership constructs, this study adopts Chen et al. (2017) culturally grounded conceptualization of leader humility within Chinese organizational contexts to investigate its influence on employee proactive behaviors. Defined through a... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12457423/ | Leader humility and employee proactivity: sequential affective mediation and the moderating effect of role breadth self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.593 | 0.84 | ["leadership", "war_conflict", "education"] | 512 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.481949 | [
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ciation of others’ strengths and contributions, and (4) openness to feedback.” Leader humility and positive mood Positive mood, defined as a state of enthusiasm, activation, and alertness ( Watson et al., 1988 ), represents a key immediate affective reaction within the AET framework ( Weiss and Cropanzano, 1996 ). AET ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12457423/ | Leader humility and employee proactivity: sequential affective mediation and the moderating effect of role breadth self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.557 | 0.824 | ["leadership"] | 419 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.482118 | [
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individuals’ interpretation of workplace stimuli. Research on leadership has conceptualized leader behaviors as discrete experiences that shape employees’ affective states ( Bader et al., 2023 ; Cropanzano et al., 2017 ). Effective leaders, for instance, can elicit employees’ affective states through behaviors such as ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12457423/ | Leader humility and employee proactivity: sequential affective mediation and the moderating effect of role breadth self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.489 | 0.838 | ["leadership", "motivation"] | 512 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.482272 | [
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recognizing employees’ contributions and being open to their feedback, are likely interpreted by employees as positive workplace events, thereby influencing their positive mood. Specifically, by identifying and appreciating employees’ strengths, efforts, and contributions, humble leaders help employees perceive that le... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12457423/ | Leader humility and employee proactivity: sequential affective mediation and the moderating effect of role breadth self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.424 | 0.804 | ["leadership"] | 411 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.482419 | [
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ities, thereby triggering feelings of enthusiasm. By remaining open to employees’ opinions and feedback, humble leaders enhance employees’ sense of self-control and interest in their work, which in turn heightens their emotional experiences of excitement and happiness at work. By treating employees with inclusiveness a... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12457423/ | Leader humility and employee proactivity: sequential affective mediation and the moderating effect of role breadth self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.586 | 0.848 | ["leadership"] | 512 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.482570 | [
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ng employees’ positive mood at work ( Ye et al., 2018 ). Thus, we propose that: H1 : Leader humility is positively related to positive mood. Leader humility, positive mood, and affective commitment Certain work events can also result in certain long-term work attitudes through affective reactions ( Weiss and Cropanzano... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12457423/ | Leader humility and employee proactivity: sequential affective mediation and the moderating effect of role breadth self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.396 | 0.846 | ["leadership", "decision_making"] | 463 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.482710 | [
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fective element and a cognitive judgment element. As employees usually associate their leaders with the organization and see them as symbols of the organization ( Biron and Bamberger, 2012 ), employees who receive humble leader behaviors may have positive feelings and evaluative judgments about their jobs and organizat... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12457423/ | Leader humility and employee proactivity: sequential affective mediation and the moderating effect of role breadth self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.401 | 0.852 | ["leadership", "decision_making", "career"] | 512 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.482834 | [
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h, and involvement in the organization” ( Meyer and Allen, 1991 , p. 67). Accumulated research has indicated that leaders expressing admirable behavior are likely to enhance employees’ affective commitment ( Asghar et al., 2023 ; Lapointe and Vandenberghe, 2017 ; Ribeiro et al., 2020 ). Thus, we propose that leader hum... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12457423/ | Leader humility and employee proactivity: sequential affective mediation and the moderating effect of role breadth self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.434 | 0.704 | ["leadership", "war_conflict"] | 512 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.482957 | [
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ate towards their subordinates ( Chen et al., 2017 ), which can meet employees’ spiritual needs at a higher level. Such emotional satisfaction makes employees generate a high sense of belonging, identity, and attachment to the organization, thus showing a high level of affective commitment to the organization. Second, ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12457423/ | Leader humility and employee proactivity: sequential affective mediation and the moderating effect of role breadth self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.433 | 0.852 | ["leadership", "war_conflict", "faith_spirituality"] | 512 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.483210 | [
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for feedback about themselves ( Chen et al., 2017 ; Owens et al., 2013 ). These behaviors make employees convinced that they are working with a psychologically healthy leader who can make good decisions and take appropriate actions, thereby enhancing the organizational effectiveness ( Argandona, 2015 ). Consequently, e... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12457423/ | Leader humility and employee proactivity: sequential affective mediation and the moderating effect of role breadth self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.443 | 0.822 | ["leadership", "decision_making"] | 418 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.483346 | [
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nization and develop higher affective commitment. Third, humble leaders acknowledge and admire employees’ strengths and contributions ( Chen et al., 2017 ; Owens et al., 2013 ). Such humble behaviors signal that employees’ inputs are important and valued, which makes employees feel that they are perceived as trustworth... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12457423/ | Leader humility and employee proactivity: sequential affective mediation and the moderating effect of role breadth self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.454 | 0.86 | ["leadership", "education"] | 512 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.483487 | [
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es to develop an affective attachment to their organization. Thus, we propose the following hypothesis: H2 : Leader humility is positively related to affective commitment. Positive mood at work may enable employees to become more affectively committed to their organization. As suggested by the broaden-and-build theory ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12457423/ | Leader humility and employee proactivity: sequential affective mediation and the moderating effect of role breadth self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.451 | 0.848 | ["leadership"] | 512 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.484217 | [
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inary events, which makes employees consider working for their organization as enjoyable and reflect well on their organization. Moreover, positive mood at work makes the job meaningful and intrinsically rewarding, which is a core predictor of affective commitment ( Eby et al., 1999 ). Previous studies also provided so... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12457423/ | Leader humility and employee proactivity: sequential affective mediation and the moderating effect of role breadth self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.355 | 0.836 | ["career", "war_conflict"] | 446 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.485095 | [
-0.03780421242117882,
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affective commitment. For example, Lilius et al. (2008) found that the positive mood sparked by compassion is positively related to affective commitment to the organization. Similarly, Rego et al. (2011) study found that employees who experience a higher positive mood develop higher affective commitment. Combining the ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12457423/ | Leader humility and employee proactivity: sequential affective mediation and the moderating effect of role breadth self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.45 | 0.846 | ["leadership", "education", "rhetoric"] | 498 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.485230 | [
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humility functions as a salient affective event. Employees’ appraisals of these humble behaviors (e.g., approachability, accurate self-awareness, openness to feedback) trigger the immediate affective state of positive mood. This makes positive mood the most direct and proximal emotional pathway through which humble lea... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12457423/ | Leader humility and employee proactivity: sequential affective mediation and the moderating effect of role breadth self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.577 | 0.83 | ["leadership", "war_conflict"] | 511 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.485321 | [
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opose the following hypothesis: H3 : Positive mood mediates the relationship between leader humility and affective commitment. Affective commitment and employee proactive behavior AET posits that work attitudes generated from work events and affective reactions will result in distal judgment-driven behaviors. We propos... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12457423/ | Leader humility and employee proactivity: sequential affective mediation and the moderating effect of role breadth self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.57 | 0.822 | ["leadership", "decision_making", "networking"] | 449 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.485424 | [
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romote employees to engage in proactive behavior. Affective commitment reflects employees’ identification with the organizational objectives and values and a feeling of pride in their organization ( Meyer and Allen, 1991 ). Employees who demonstrate greater affective commitment have a strong desire to remain with their... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12457423/ | Leader humility and employee proactivity: sequential affective mediation and the moderating effect of role breadth self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.386 | 0.836 | ["motivation", "ethics", "agents"] | 487 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.486075 | [
-0.053975049406290054,
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actions that go beyond in-role responsibilities. Specifically, employees with high levels of affective commitment have a strong sense of ownership and regard organizational interests as their own. Those employees are more likely to initiate proactive behaviors voluntarily (e.g., sharing creative ideas, improving work m... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12457423/ | Leader humility and employee proactivity: sequential affective mediation and the moderating effect of role breadth self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.437 | 0.84 | ["crisis", "innovation"] | 495 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.486168 | [
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nge the status quo ( LePine and Van Dyne, 1998 ). In line with our reasoning, previous studies found that highly affectively committed employees tend to exhibit more proactive behaviors ( Lapointe and Vandenberghe, 2018 ; Strauss et al., 2009 ; Wang et al., 2014 ). Thus, we propose the following hypothesis: H4 : Affect... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12457423/ | Leader humility and employee proactivity: sequential affective mediation and the moderating effect of role breadth self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.434 | 0.862 | ["philosophy"] | 512 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.486266 | [
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s employees’ behaviors as a process that occurs through affective reactions and work attitudes, initiated by exposure to work events and culminating in behavioral outcomes ( Weiss and Cropanzano, 1996 ). Combining the above arguments (Hypotheses 1, 2, 3, and 4), we posit that leader humility may lead employees to exper... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12457423/ | Leader humility and employee proactivity: sequential affective mediation and the moderating effect of role breadth self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.576 | 0.7 | ["leadership", "rhetoric"] | 511 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.486355 | [
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strengthened affective commitment, and ultimately enables employees to engage in proactive behavior to benefit the organization. Thus, we propose the following hypothesis: H5 : Positive mood and affective commitment sequentially mediate the relationship between leader humility and employee proactive behavior. Role brea... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12457423/ | Leader humility and employee proactivity: sequential affective mediation and the moderating effect of role breadth self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.431 | 0.838 | ["leadership", "networking"] | 512 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.486465 | [
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emotional and behavioral reactions ( Eissa and Lester, 2017 ; Weiss and Cropanzano, 1996 ). In this study, proactive behaviors go beyond job requirements and involve risks like challenging supervisors ( Fast et al., 2014 ). Thus, even with autonomous motivation (affective commitment), employees’ assessment of whether s... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12457423/ | Leader humility and employee proactivity: sequential affective mediation and the moderating effect of role breadth self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.488 | 0.862 | ["motivation", "career", "agents", "education"] | 512 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.486555 | [
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fident that they are able to carry out a broader and more proactive role, beyond traditional prescribed job requirements” ( Parker, 1998 , p. 835). It has been shown to moderate how experiences translate into proactive behavior ( Den Hartog and Belschak, 2012 ); yet, its role in the affective pathways of leader humilit... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12457423/ | Leader humility and employee proactivity: sequential affective mediation and the moderating effect of role breadth self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.437 | 0.846 | ["leadership", "career"] | 475 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.487077 | [
0.06175926700234413,
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ct of affective commitment on proactive behavior. For employees with higher role breadth self-efficacy, their confidence in overcoming obstacles and managing uncertainty enables them to act on their emotional attachment to the organization, making affective commitment a stronger predictor of proactive behavior. Convers... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12457423/ | Leader humility and employee proactivity: sequential affective mediation and the moderating effect of role breadth self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.56 | 0.84 | ["management", "motivation"] | 512 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.487168 | [
0.08705726265907288,
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ated by affective commitment ( Den Hartog and Belschak, 2012 ). Thus, for employees with lower levels of role breadth self-efficacy, the positive relationship between affective commitment and proactive behavior may be weakened. Accordingly, we propose that: H6 : Employees’ role breadth self-efficacy moderates the relat... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12457423/ | Leader humility and employee proactivity: sequential affective mediation and the moderating effect of role breadth self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.412 | 0.836 | ["networking"] | 489 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.487277 | [
0.11453571915626526,
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he level of role breadth self-efficacy is higher. Combining the above-mentioned arguments with our theoretical development for Hypotheses 1, 2, 3, 4, and 5, we further posit that employees’ role breadth self-efficacy would moderate the indirect effects of leader humility on employee proactive behavior via positive mood... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12457423/ | Leader humility and employee proactivity: sequential affective mediation and the moderating effect of role breadth self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.436 | 0.832 | ["leadership", "rhetoric"] | 470 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.487392 | [
0.09176444262266159,
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s the confidence to engage in proactive behavior. With such confidence, positive mood, and affective commitment fueled by leader humility enable employees to engage in more proactive behavior. In contrast, lower levels of role breadth self-efficacy make employees fear that they cannot do extra-role behaviors and cannot... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12457423/ | Leader humility and employee proactivity: sequential affective mediation and the moderating effect of role breadth self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.454 | 0.848 | ["leadership", "philosophy"] | 512 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.487498 | [
0.10316106677055359,
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ely committed employees’ possibility to act proactive behaviors. Thus, the following hypothesis is proposed: H7 : Employees’ role breadth self-efficacy moderates the indirect relationships between leader humility and employee proactive behavior through positive mood and affective commitment, such that the indirect rela... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12457423/ | Leader humility and employee proactivity: sequential affective mediation and the moderating effect of role breadth self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.439 | 0.838 | ["networking", "leadership"] | 512 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.487586 | [
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ips, a model depicting the AET-based mechanisms is presented in Figure 2 . This model integrates the sequential mediation of positive mood and affective commitment, alongside the moderating role of role breadth self-efficacy, aligning with the core tenets of AET. Figure 2. Open in a new tab Theoretical model grounded i... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12457423/ | Leader humility and employee proactivity: sequential affective mediation and the moderating effect of role breadth self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.546 | 0.84 | ["education"] | 438 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.487674 | [
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MBA students from a university in northern China. We selected this group for two primary reasons: First, MBA students typically possess substantial work and managerial experience, enhancing the study’s realism by increasing both (1) the similarity between the experimental and natural settings and (2) “the subjective ex... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12457423/ | Leader humility and employee proactivity: sequential affective mediation and the moderating effect of role breadth self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.523 | 0.832 | ["education", "management", "philosophy"] | 439 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.487763 | [
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e vignette” ( Aguinis and Bradley, 2014 , p. 11). Second, as MBA programs aim to develop supervisory skills and involve students in performance evaluations ( Castilla and Benard, 2010 ), participants are generally highly motivated to bridge theory and practice. This motivation likely fosters deeper engagement with the ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12457423/ | Leader humility and employee proactivity: sequential affective mediation and the moderating effect of role breadth self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.536 | 0.698 | ["motivation", "philosophy"] | 466 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.487858 | [
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58), and 61.9% were female. Following Rego et al. (2019) , participants were randomly assigned to one of two conditions: 55 to the humble leader condition and 50 to the transactional leader (control) condition. After reading a scenario describing the assigned leader and imagining working with them, participants complet... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12457423/ | Leader humility and employee proactivity: sequential affective mediation and the moderating effect of role breadth self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.572 | 0.84 | ["leadership"] | 489 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.488144 | [
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ity manipulation The leader scenarios (humble vs. transactional) adapted from Rego et al. (2019) have been validated in recent studies (e.g., Liu et al., 2024 ; Zettna et al., 2024 ; Zhu et al., 2019 ). To further ensure validity for Chinese organizational contexts, we conducted a pre-test with 20 MBA students (with an... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12457423/ | Leader humility and employee proactivity: sequential affective mediation and the moderating effect of role breadth self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.588 | 0.688 | ["leadership"] | 416 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.488264 | [
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valuated the scenarios for realism and relevance. Results indicated high perceived realism (M = 4.3/5, SD = 0.62) and relevance to typical leadership behaviors in Chinese firms (M = 4.1/5, SD = 0.58), with no suggestions for major revisions. In the humble leader scenario, the leader was described as respectful, appreci... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12457423/ | Leader humility and employee proactivity: sequential affective mediation and the moderating effect of role breadth self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.597 | 0.68 | ["leadership", "strategy", "war_conflict", "education"] | 431 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.488354 | [
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weaknesses, and open to learning from employees. In the transactional leader scenario, the leader focused on rewarding task completion, punishing unmet expectations, and intervening only in serious problems. Full scenario details are provided in Table A1 . Measures Following Brislin (1980) translation–back translation ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12457423/ | Leader humility and employee proactivity: sequential affective mediation and the moderating effect of role breadth self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.562 | 0.844 | ["leadership", "war_conflict", "education"] | 511 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.488473 | [
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n translated these Chinese items back into English. At last, they discussed and resolved the discrepancies between the two English versions. Unless indicated otherwise, participants’ responses are made on a 5-point Likert scale ranging from “1 = strongly disagree” to “5 = strongly agree.” Affective commitment . Affecti... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12457423/ | Leader humility and employee proactivity: sequential affective mediation and the moderating effect of role breadth self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.506 | 0.828 | [] | 428 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.488573 | [
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anizational commitment from Meyer et al. (1993) . The sample item was “I feel as if this organization’s problems are my own.” The Cronbach’s alpha estimate for this scale was 0.85. Positive mood . Positive mood was measured using the nine-item scale adapted for the Chinese context by Qiu et al. (2008) from the Positive... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12457423/ | Leader humility and employee proactivity: sequential affective mediation and the moderating effect of role breadth self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.515 | 0.694 | [] | 425 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.488660 | [
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edule (PANAS) developed by Watson et al. (1988) . Participants were asked to report the extent to which they felt each affective descriptor (e.g., excited, proud, etc.) (ranging from 1 = not at all to 5 = a great deal) after reading the scenario. The Cronbach’s alpha estimate for this scale was 0.90. Proactive behavior... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12457423/ | Leader humility and employee proactivity: sequential affective mediation and the moderating effect of role breadth self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.522 | 0.69 | [] | 414 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.488755 | [
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three-item scale from Griffin and Parker (2007) . The sample item was “I initiate better ways of doing my core tasks.” The Cronbach’s alpha estimate for this scale was 0.83. Results and discussion Manipulation check Participants were asked to respond to a one-item manipulation check: “I would characterize Dong Wang as ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12457423/ | Leader humility and employee proactivity: sequential affective mediation and the moderating effect of role breadth self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.572 | 0.864 | ["leadership"] | 512 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.489043 | [
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er humility condition rated the leader as significantly humbler ( M = 4.31, SD = 0.54) than participants in the control condition ( M = 1.38, SD = 0.53). The difference was statistically significant ( t = 28.00, p < 0.001), which suggests an effective manipulation of eliciting participants to imagine themselves working... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12457423/ | Leader humility and employee proactivity: sequential affective mediation and the moderating effect of role breadth self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.474 | 0.7 | ["leadership", "education"] | 469 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.489131 | [
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son’s bivariate correlations in Study 1. Table 1. Means, standard deviations, and intercorrelations among variables for Study 1. Variables Mean SD 1 2 3 4 1. Gender a 0.06 0.49 2. Age 29.53 3.58 0.03 3. Leader humility 2.80 1.62 −0.11 0.08 4. Positive mood 2.93 0.62 0.03 0.11 0.53 ** 5. Affective commitment 3.04 0.68 0... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12457423/ | Leader humility and employee proactivity: sequential affective mediation and the moderating effect of role breadth self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.356 | 0.752 | ["education", "leadership"] | 512 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.489200 | [
0.09541982412338257,
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for “male” and “1” for “female”; * p < 0.05; ** p < 0.01. Hypothesis testing We conducted the independent sample t-tests to compare the mean values of affective commitment, and positive mood in the two conditions of higher levels of leader humility and lower levels of leader humility. As depicted in Figures 3 , 4 , the... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12457423/ | Leader humility and employee proactivity: sequential affective mediation and the moderating effect of role breadth self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.371 | 0.89 | ["leadership", "ethics"] | 511 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.489261 | [
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tive commitment ( M = 3.47, SD = 0.48) than did those in the condition of lower levels of leader humility ( M = 2.56, SD = 0.57; M = 2.60, SD = 0.65). Their differences were statistically significant ( t = 7.38, p < 0.001; t = 7.84, p < 0.001, respectively). These results lend support to the causality of leader humilit... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12457423/ | Leader humility and employee proactivity: sequential affective mediation and the moderating effect of role breadth self-efficacy - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.37 | 0.73 | ["leadership", "education"] | 484 | Influence Without Authority Leadership | topic | 2026-04-01T15:39:00.489313 | [
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0.0251554436981678,
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0.020225690... |
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