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When Humble is Humbled: The Moderating Role of Leader Underestimation in the Dual Relationship Between Employee Humility and Well-Being

Author

Listed:
  • Jie Zhong

    (Tsinghua University)

  • Qiuxiang Wen

    (Lanzhou University of Technology)

  • Chao Ma

    (The Australian National University)

  • Ying Zhang

    (Tsinghua University)

  • Li Zhang

    (Harbin Institute of Technology)

Abstract

Previous research has found inconsistent relationship between general humility and individual well-being. Moreover, there is very limited exploration of its underlying mechanisms and boundary conditions. Drawing from ego-depletion theory and self-efficacy literature, we propose an integrated model that examines the concurrent effects of employee humility on well-being. Taking a multi-faceted perspective of well-being, we suggest that employee humility is associated with both positive and negative aspects of well-being through two routes: increased self-efficacy and ego depletion. In line with internal identity asymmetry theory, we further propose that perceived leader underestimation serves as a critical boundary condition that influences these relationships. To test our hypotheses, we utilized time-lagged and supervisor-subordinate matched data and conducted a moderated-mediation analysis. Our results partially supported the hypothesized relationships. Specifically, employee humility was found to be associated with increased well-being in terms of personal growth and job satisfaction through enhanced self-efficacy and increased ego depletion. However, it was also linked to decreased well-being in terms of sleep deprivation through heightened ego depletion. Moreover, while perceived leader underestimation did not moderate the positive relationship between employee humility and ego depletion, it did play a moderating role in the positive association between employee humility and self-efficacy. Theoretical and practical implications were discussed to provide a comprehensive understanding of the positive and negative aspects of employee humility in relation to individuals’ well-being.

Suggested Citation

  • Jie Zhong & Qiuxiang Wen & Chao Ma & Ying Zhang & Li Zhang, 2024. "When Humble is Humbled: The Moderating Role of Leader Underestimation in the Dual Relationship Between Employee Humility and Well-Being," Journal of Happiness Studies, Springer, vol. 25(6), pages 1-31, August.
    • Handle: RePEc:spr:jhappi:v:25:y:2024:i:6:d:10.1007_s10902-024-00780-5
    DOI: 10.1007/s10902-024-00780-5
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    References listed on IDEAS

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