The Effects of Leader Humility on OCB and CWB: Mediating Effects of Leader Identification and Organizational Identification

This study aims to examine the effects of leader humility on OCB and CWB.Also, we attempt to explore the mediating effects of leader and organizational identification on the relationships between leader humility and OCB and CWB.To test the proposed hypotheses in our study, we collected data via a survey on data 205 employees in 10 organizations, and after excluding unanswered items questionnaires, a total of 194 employees' data was used for analysis.Multiple regression analysis and bootstrapping are used to test the proposed hypotheses.The major findings of the empirical research are as follows: First, leader humility was positively associated with leader identification and organizational identification.Second, leader identification was positively associated with OCB and negatively associated with CWB.Organizational identification was positively associated with OCB.Additionally, there is no significant relationship between organizational identification and CWB.Finally, leader identification fully mediated the relationship between leader humility and OCB.Organizational identification partially mediated the relationship between leader humility and OCB.However, there are no mediating effects of leader identification and organizational identification on the relationship between leader humility and CWB.Based on these findings, implications of the research findings are discussed, and recommendations for future research are provided.