A Study on the impact of humble leader behavior on employees' work engagement - A Case Study from Tianfu Software Park Zone

Keywords

Humble Leader Behavior
employees' Work Engagement

Abstract

In recent years, organizations have increasingly called for humble leadership.
On the one hand, due to the uncertain environment of the global new crown
pneumonia epidemic, the leadership model urgently needs "bottom-up" humble
leadership behavior and stimulate employee engagement through leadership style
changes; On the other hand, leadership style has always been an enduring topic in
the field of management, and the changes of the times and the transformation of
society have made China's management practice no longer blindly draw on the
internationally mature management style, but more to think about leadership styles
in line with local values in the context of traditional Chinese culture. Influenced by
Confucianism, humility has always been the attitude and quality cultivation of
Chinese people in an ideal state, and the proposal of humble leadership has
attracted the increasing attention of Chinese scholars, which is more in line with the
new generation of employees' demands for equality and flexible leadership.
Therefore, scholars have explored the effectiveness of humble leadership, but there
is still a lack of empirical research, and the effectiveness of humble leadership for
employees needs further explored. Based on the theory of resource conservation
and social contagion, this study explores the influence mechanism of humble
leadership behavior on employees' work engagement in the Chinese context to play
a guiding role in China's enterprise management practice. This research aims to explore the relationship between humble leadership
behavior and employees' work engagement, determine the impact of humble
leadership on employees' work engagement, support and advance existing research,
and clarify their internal relationships and principles to solve practical problems. We
chose Chengdu Tianfu Software Park for cluster sampling. The study population was
32,000, and the sample size was 367. This paper discusses and studies the following
issues:
1. In industry, humble leadership has a significant positive impact on
employee engagement.
2. Whether there are differences in humble leadership behavior among
employees of different genders, ages, educational backgrounds, work experience, and
job levels.
3. Whether there are differences in employee engagement between genders,
ages, educational backgrounds, work experience, and job levels.
The results of the study showed:
1. Humble leader behavior has a significant positive impact on employees’
work engagement.
Humble leader behavior has a significant positive impact on vitality.
Humble leader behavior has a significant positive impact on giving.
Humble leader behavior has a significant positive effect on focus.
2. There are no significant differences in humble leadership behavior between
gender, age, education level, years of service, and job positions.
3. There are no significant differences in work input between gender, age,
working years, and job positions, but there are significant differences in work input
between different education levels.

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