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PARENTAL LEADERSHIP, HUMILITY, AND EMPLOYEE INNOVATION: A MODERATION STUDY IN CHINESE STARTUPS |
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| รหัสดีโอไอ | |
| Creator | Mengfang ZHANG |
| Title | PARENTAL LEADERSHIP, HUMILITY, AND EMPLOYEE INNOVATION: A MODERATION STUDY IN CHINESE STARTUPS |
| Contributor | Chanchai BUNCHAPATTANASAKDA |
| Publisher | Asian Administration and Management Review |
| Publication Year | 2568 |
| Journal Title | Asian Administration and Management Review |
| Journal Vol. | 8 |
| Journal No. | 2 |
| Page no. | Article 28 |
| Keyword | Parental Leadership, Leadership Humility, Employee Innovative Behavior, New Ventures, Organizational Behavior |
| URL Website | https://so01.tci-thaijo.org/index.php/AAMR |
| Website title | https://so01.tci-thaijo.org/index.php/AAMR/article/view/283351 |
| ISSN | 2730-3683 |
| Abstract | New ventures in dynamic economies, particularly in China, critically rely on employee innovation to sustain performance and achieve competitive advantage. Understanding how leadership styles influence this innovative behavior, especially within the context of paternalistic leadership prevalent in Asian cultures, is crucial. This study explores the impact of parental leadership (benevolent, authoritative, and virtuous) on employee innovative behavior, examining leadership humility as a moderating variable. Grounded in Social Cognitive Theory and Social Exchange Theory, a quantitative research design utilizing moderation models was employed. Data were collected from 426 employees across various emerging startups in Henan Province, China. The findings reveal that leadership humility significantly strengthens the positive effect of benevolent leadership on employee innovative behavior. Conversely, humility significantly attenuates the negative impact of authoritative leadership. However, humility does not significantly moderate the relationship between ethical leadership and employee innovation, suggesting that ethical leadership inherently embodies core moral attributes, rendering humility's additional influence statistically redundant. Overall, the study refines the understanding of leadership-innovation dynamics in entrepreneurial settings, highlighting leadership humility as a strategic interpersonal asset. These insights offer practical implications for managers in high-risk, fast-changing new ventures, advocating for a nuanced, context-sensitive leadership approach to foster employee creativity and adaptability. |
