Full metadata record
| DC Field | Value | Language |
|---|---|---|
| dc.contributor | Department of Management and Marketing | en_US |
| dc.creator | Tan, Haoyi | - |
| dc.identifier.uri | https://theses.lib.polyu.edu.hk/handle/200/11762 | - |
| dc.language | English | en_US |
| dc.publisher | Hong Kong Polytechnic University | en_US |
| dc.rights | All rights reserved | en_US |
| dc.title | How and when does leaders’ expressed humility influence employee upward voice? An examination of self-presentation mechanisms | en_US |
| dcterms.abstract | Drawing on self-presentational theory, this study identifies leader expressed humility as a self-presentational strategy and explores the interpersonal influence function of it by examining how and when leaders' expressed humility may generate authenticity impression and effectiveness impression from team members, which in turn elicit members' promotive voice and prohibitive voice. Further, this study hypothesizes leader humility differentiation within team as a weakening moderator of such indirect relationships. The proposed moderated mediation model is tested with multisource data collected from 48 team leaders and 237 team members from three firms in China. The statistical results support the positive associations between leader expressed humility and member impressions of the leader, respectively perceived leader authenticity and perceived leader effectiveness. Furthermore, leader humility differentiation strengthens not weakens, the positive effect of leaders' expressed humility on members' perceived authenticity of leaders, which in turn strengths the indirect effect of leaders' expressed humility on members' promotive voice and prohibitive voice, with perceived leader authenticity as the mediating mechanism. The mediating role of perceived leader effectiveness and the moderating role of leader humility differentiation on this mechanism are not support. On the basis of empirical findings, this study discusses theoretical contributions to humility literature and self-presentation theory, as well as practical implications for work teams. | en_US |
| dcterms.extent | 3, 100 pages : color illustrations | en_US |
| dcterms.isPartOf | PolyU Electronic Theses | en_US |
| dcterms.issued | 2022 | en_US |
| dcterms.educationalLevel | M.Phil. | en_US |
| dcterms.educationalLevel | All Master | en_US |
| dcterms.LCSH | Teams in the workplace | en_US |
| dcterms.LCSH | Self-presentation | en_US |
| dcterms.LCSH | Executives -- Attitudes | en_US |
| dcterms.LCSH | Psychology, Industrial | en_US |
| dcterms.LCSH | Hong Kong Polytechnic University -- Dissertations | en_US |
| dcterms.accessRights | open access | en_US |
Copyright Undertaking
As a bona fide Library user, I declare that:
- I will abide by the rules and legal ordinances governing copyright regarding the use of the Database.
- I will use the Database for the purpose of my research or private study only and not for circulation or further reproduction or any other purpose.
- I agree to indemnify and hold the University harmless from and against any loss, damage, cost, liability or expenses arising from copyright infringement or unauthorized usage.
By downloading any item(s) listed above, you acknowledge that you have read and understood the copyright undertaking as stated above, and agree to be bound by all of its terms.
Please use this identifier to cite or link to this item:
https://theses.lib.polyu.edu.hk/handle/200/11762