The Double-Edged Sword Effect of Leader Humility on Follower Unethical Pro-Organizational Behavior: Based on Social Identity Theory

Kang-Hwa Shaw; Xiaoxiao Li; Yun Guo

doi:10.47297/wspchrmWSP2040-800502.20251601

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The Double-Edged Sword Effect of Leader Humility on Follower Unethical Pro-Organizational Behavior: Based on Social Identity Theory

16卷第1期

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The Double-Edged Sword Effect of Leader Humility on Follower Unethical Pro-Organizational Behavior: Based on Social Identity Theory
The Double-Edged Sword Effect of Leader Humility on Follower Unethical Pro-Organizational Behavior: Based on Social Identity Theory
1.Department of Leadership & Organization Management, School of Management, Shandong University, Jinan, China
2.Department of Economics and Management, East China University of Technology, Nanchang, China
2025年16卷第1期页码：30-42
纸质出版日期：2025-02-18
DOI：10.47297/wspchrmWSP2040-800502.20251601
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(2025). The Double-Edged Sword Effect of Leader Humility on Follower Unethical Pro-Organizational Behavior: Based on Social Identity Theory. 华夏人力资源管理学报, 16(1), 30-42.

Shaw Kang-Hwa,Li Xiaoxiao,Guo Yun.The Double-Edged Sword Effect of Leader Humility on Follower Unethical Pro-Organizational Behavior: Based on Social Identity Theory[J].Journal of Chinese Human Resources Management,2025,16(01):30-42.
(2025). The Double-Edged Sword Effect of Leader Humility on Follower Unethical Pro-Organizational Behavior: Based on Social Identity Theory. 华夏人力资源管理学报, 16(1), 30-42. DOI： 10.47297/wspchrmWSP2040-800502.20251601.

Shaw Kang-Hwa,Li Xiaoxiao,Guo Yun.The Double-Edged Sword Effect of Leader Humility on Follower Unethical Pro-Organizational Behavior: Based on Social Identity Theory[J].Journal of Chinese Human Resources Management,2025,16(01):30-42. DOI： 10.47297/wspchrmWSP2040-800502.20251601.

摘要

Abstract

Drawing on social identity theory

this study investigated leader humility's double-edged sword effect on follower unethical pro-organizational behavior via the mediating roles of perceived insider status and leader–member guanxi. Furthermore

we also examined leader trust's moderating role in the relationship between perceived insider status/leader-member guanxi and unethical pro-organizational behavior. We tested our hypotheses using data collected from 569 participants from service and IT enterprises in Shandong

China

using a survey conducted at two time points. The study used SPSS to evaluate the common method variance

and confirmatory factor analysis using AMOS was performed to test the measurement model's suitability. SPSS was used to test all the hypotheses

and multiple regression analysis determined the relationships among the variables. The results showed that leader humility can weaken follower unethical pro-organizational behavior via perceived insider status; leader humility can also enhance leader–member guanxi to strengthen follower unethical pro-organizational behavior. Additionally

a follower's leader trust can moderate the relationship between perceived insider status and unethical pro-organizational behavior. Finally

we discuss the theoretical and managerial implications

limitations

and directions for future research.

关键词

Keywords

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