A Study Of The Impact Mechanism Of Humble Leadership On The Job Embeddedness Of New Generation Employees

Based on theoretical research and practical observation,the turnover phenomenon of the new generation of employees(this study refers to the "post-90s" employees)occurs frequently.Seeking effective strategies to attract and retain the new generation of employees,how to provide and utilize good resources to guide,manage and retain young employees has become a problem that the society must face.As a "bottom-up" leadership style,humble leadership has attracted extensive attention of researchers,but empirical research is not enough,and the research focusing on the new generation of employees is also rare,which needs to be enriched and supplemented urgently.Based on the background,this paper focuses on the new generation of employees,to research of the influence mechanism of humble leadership on the new generation of employees’ job embeddedness through empirical research,tests the effectiveness of humble leadership and the influencing factors of job embeddedness,and provides management suggestions to improve the current problems of the new generation of employees,such as poor stability,high mobility and so on.This paper reviews the literature of humble leadership,job embeddedness,career growth and leadership-employee exchange.On the basis of conservation of resource theory and social exchange theory,the theoretical model is constructed.A total of 317 valid data were collected through questionnaires.Based on the reliability and validity test,the research hypotheses were tested.The specific conclusions are as follows:(1)Humble leadership was positively correlated with job embeddedness of the new generation of employees;(2)There was a significant positive correlation between humble leadership and the four dimensions of career growth of the new generation of employees;(3)Career growth and dimensions of the new generation of employees will enhance job embeddedness;(4)Career growth and dimensions of the new generation of employees play a mediating role in humble leadership and job embeddedness;(5)Leader-member exchange moderates the relationship between job embeddedness and promotion speed and pay growth of the new generation of employees,but has no significant moderating effect on career goal progress and career ability development and job embeddedness of the new generation of employees;(6)Leader-member exchange further mediates the moderating effect in the relationship between humble leadership,career growth and job embeddedness.That is,the higher level of LMX,the stronger the intermediary role of career growth.This study focuses on the new generation of employeest,and regards humble leadership as the influencing factor of job embeddedness.It not only enriches the empirical study of humble leadership,but also expands the study of antecedent variables of job embeddedness.At the same time,it also explores the influence mechanism of the former on the latter.Based on the research results,this paper gives some suggestions for the management of the new generation of employees.It suggests that we should change the traditional leadership style,advocate humble leadership behavior,improve the career management of the new generation of employees,create a harmonious,fair and inclusive organizational atmosphere,identify the types of employees,adopt classified and hierarchical management,and enhance the job embeddedness of the new generation of employees through multiple channels.The research will help managers form a correct understanding of humble leadership,provide theoretical support and reference value for reducing employee turnover intention and improving management effect.It also has reference value for relevant theoretical researchers.