The Research On The Relationship Among Humble Leadership And Employee’s Innovative Behavior:The Effect Of Employee’s Psychological Safety And Psychological Capital

With the competition getting more and more intense, only sustainable innovation can give the enterprise the opportunity to develop and succeed. As the basic unit of organizational innovation, employees’ innovative behavior and innovative ability is one of the key indicators to measure organizational innovation. Especially in the context of economic and social transition, the new generation of employees has gradually grown into the main body of the labor market, which becomes important for managers to motivate employees’innovative behavior effectively and find appropriate leadership styles to match employee characteristics. This has become an important problem to be solved in theory and practice.Therefore, this research regards the managers and their employees in enterprise of southern China as the research target. The longitudinal survey was conducted and total 389 valid paired questionnaires were returned. Through literature review, reliability and validity analysis were conducted. Meanwhile, correlation analysis and hierarchical regression analysis were applied to study the relationship between humble leadership and employees’ innovative behavior, as well as the effect of employees’ psychological safety and psychological capital. We have found that:(1) humble leadership has positive impact on employees’ innovative behavior; (2) humble leadership has positive impact on employees’ psychological safety; (3) employees’ psychological safety has positive impact on employees’ innovative behavior; (4) employees’ psychological safety has mediating effect on the relationship between humble leadership and employees’ innovative behavior; (5) employees’ psychological capital has moderating effect on the relationship between psychological safety and innovative behavior; (6) employees’ psychological capital also moderates the mediating effect of employees’ psychological capital between humble leadership and innovative behavior.These findings not only clarify the inherent mechanism of humble leadership affecting employees’ innovative behavior and help to enrich the theory of leadership and innovative behavior empirically, but also provide theoretical and practical suggestions for management practice in enterprises.