Abstract
The purpose of this study is to understand how leader humility effectively stimulates follower creativity in the workplace during the coronavirus disease 2019 (COVID-19) scenario. Relying on social cognitive and social information processing theories, this study investigates how leader humility cultivates follower self-efficacy and follower creativity. Furthermore, it explores an intervening mechanism of follower self-efficacy and examines a moderating role of leader proactive personality. The hypothesized model is empirically tested by collecting the data from 405 employees and 87 managers working in the banking sector of Pakistan. The results indicate that leader humility is positively related to follower self-efficacy and follower creativity, which improve the organization’s innovation climate and an environment for social sustainability. Follower self-efficacy is also significantly related to follower creativity. The mediation analysis shows that follower self-efficacy mediates the relationship between leader humility and follower creativity. Additionally, leader proactive personality moderates the relation between follower self-efficacy and follower creativity. This study highlights the importance of leader humility for creativity and extends the literature by explaining the role of self-efficacy. Furthermore, the findings may assist the policymakers in how a humble leader heightens employee creativity and social sustainability in COVID-19.
Highlights
In a dynamic environment, organizations have to deal with several challenges for their survival and maintaining a competitive advantage over their rivals
Based on the abovementioned discussion, we proposed that follower self-efficacy mediates a positive relationship between leader humility and follower creativity
We found that leader proactive personality is a boundary condition between the relation of follower self-efficacy and follower creativity
Summary
Organizations have to deal with several challenges for their survival and maintaining a competitive advantage over their rivals. Coronavirus disease 2019 (COVID-19) has been proven to be an infuriating global challenge (Khan et al, 2021). The COVID-19 pandemic seriously influenced the economy of different countries rapidly. Many countries took different steps to control this uncertain situation, still COVID-19 spread drastically and affected human life. Management and policymakers have paid considerable attention to the COVID situation. This virus develops anxiety and a depressed environment that adversely affect the employees’ health. Leaders can control the anxiety and depression of employees
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