The Research Of The Relationship Between Humble Leadership And Subordinate's Proactive Behaviors In Chinese Context

As the economic environment becomes increasingly complicated and dynamic,organizational management needs to be changed in two ways: first,managers are expected to display ?bottom-up? leader behavior with humility;second,employees are expected to be more proactive.However,the scale of humble leadership developed in Western context fails to apply in Chinese context,which lead to low development of research and practices of humble leadership in China.Besides,as one of the riskiest and most social behaviors,proactive behaviors are hard to be explained and predicted by traditional logic of consequence.Generally,this thesis contains two parts: first,developing the scale of Chinese humble leadership.In this part,I will combine humility theory and Chinese culture to construct the dimension structure of humble leadership in Chinese context,and then use qualitative study and pre-survey quantitative study to generate the final scale;second,exploring the impact mechanism between humble leadership and subordinate‘s proactive behaviors.In this part,I will collect sample data with the new developed scale of humble leadership in Chinese context.After theoretical deduction,quality study,and empirical analysis,this thesis draws three conclusions:(1)Humble leadership contains behaving Yin when holding Yang,appreciating and developing others,and open learning these three dimensions,meanwhile behaving Yin when holding Yang also contains acknowledging oneself accurately and self-debased behavior.(2)Humble leadership helps to promote the possibility of subordinates to make appropriate decision of proactive behaviors.(3)Humble leadership first lets subordinates feel trusted,which leads to subordinates‘ relational identification and then behave proactively---feeling trusted and relational identification served as chained double mediators between Chinese humble leadership and proactive behaviors.