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How Humble Leadership Influences Employee Voice the Roles of Psychological Safety and Work Engagement; [Wie 'Humble Leadership' die 'Employee Voice' beeinflusst. Die Rolle der psychologischen Sicherheit und des Arbeitsengagements]

ArticleAçık Erişim

Özet

In this study, we tested a serial mediation model that examines psychological safety and work engagement as mediators in the relationship between humble leadership and employee voice with reference to social information processing theory. Data were collected from 442 white-collar employees of two government-owned companies located in a major city in Turkey. The results showed that both psychological safety and work engagement mediated the relationship between humble leadership and employee voice. This study determined that humble leadership had positive cognitive (psychological safety) and behavioral (work engagement and employee voice) outcomes during the times of the COVID-19 pandemic. The theoretical and practical implications of the results are also discussed. © 2024 Hogrefe Verlag GmbH & Co. KG. All rights reserved.

Anahtar Kelimeler

employee voicehumble leadershippsychological safetywork engagement
RDL Kalıcı Bağlantı (PID)
https://rdlopen.rawdatalibrary.net/r/ebyu/11583Resmi atıflarda kullanılan kalıcı adres
DOI
https://doi.org/10.1026/0932-4089/a000425Yayıncı resmi DOI adresi
Tam Kayıt
AlanDeğerDil
dc.contributor.authorKerse, Gökhan
dc.contributor.authorKoçak, Daimi
dc.contributor.authorÖzdemir, Sefik
dc.date.accessioned2026-10-18T20:26:36.894196230Z
dc.date.available2026-10-18T20:26:36.894196230Z
dc.date.issued2024
dc.description.abstractIn this study, we tested a serial mediation model that examines psychological safety and work engagement as mediators in the relationship between humble leadership and employee voice with reference to social information processing theory. Data were collected from 442 white-collar employees of two government-owned companies located in a major city in Turkey. The results showed that both psychological safety and work engagement mediated the relationship between humble leadership and employee voice. This study determined that humble leadership had positive cognitive (psychological safety) and behavioral (work engagement and employee voice) outcomes during the times of the COVID-19 pandemic. The theoretical and practical implications of the results are also discussed. © 2024 Hogrefe Verlag GmbH & Co. KG. All rights reserved.
dc.identifier.doi10.1026/0932-4089/a000425
dc.identifier.eissn2190-6270
dc.identifier.endpage123
dc.identifier.issn0932-4089
dc.identifier.issue3
dc.identifier.scopus2-s2.0-85196539240
dc.identifier.startpage111
dc.identifier.urihttps://rdlopen.rawdatalibrary.net/r/ebyu/11583
dc.identifier.volume68
dc.identifier.wosWOS:001127266800002
dc.language.isoen
dc.publisherHogrefe Verlag GmbH & Co. KG
dc.relation.ispartofZeitschrift fur Arbeits- und Organisationspsychologie
dc.rightsinfo:eu-repo/semantics/openAccess
dc.subjectemployee voice
dc.subjecthumble leadership
dc.subjectpsychological safety
dc.subjectwork engagement
dc.titleHow Humble Leadership Influences Employee Voice the Roles of Psychological Safety and Work Engagement; [Wie 'Humble Leadership' die 'Employee Voice' beeinflusst. Die Rolle der psychologischen Sicherheit und des Arbeitsengagements]
dc.typeArticle
dspace.entity.typePublication
rdl.citation.scopus2
rdl.citation.wos2
rdl.source.indexSCOPUS
rdl.source.indexWOS
rdl.wos.indexSocial Science Citation Index (SSCI)