The influence of humble leadership on employees' active self-service performance -- the mediating role of affective commitment and the moderating role of job autonomy

Abstract

With the continuous development of social economy and the increasingly fierce competition among enterprises, how to improve employees' active self-service performance has attracted more and more scholars' attention. Based on the active motivation model, starting from the affective commitment and job autonomy of employees, this paper analyzes 328 valid sample data, and discusses the role and adjustment mechanism of humble leaders on employees' active self-service performance. The results show that humble leadership has a significant positive effect on employees' active self-service performance, and affective commitment plays a completely mediating role. In addition, job autonomy is an important boundary condition that affects this mechanism. When the level of job autonomy is high, the impact of humble leadership on employees' active self-service performance through affective commitment will increase. On the contrary, when the level of job autonomy is low, the interaction between humble leadership and job autonomy will decrease, and the degree of positive effect will be negatively affected.