Research On The Mechanism Of Humble Leadership On Organizational Resilience In Government Organizations

Seeking development in a dynamic competitive environment is a “reality” that all types of organizations cannot surmount.As the environment of public organizations is increasingly changeable and full of highly uncertain factors,the social governance system is greatly challenged.Comprehensively deepening the reform also puts forward higher requirements for public organizations to actively adapt to environmental changes and effectively respond to public demands.In this context,resilience is introduced into the field of public management to help employees and organizations cope with the unknown continuously and stably,which has become the core competence of national governance.Organizational resilience has also become a hot topic in public administration.At present,natural and social security risks are intertwined in the world environment,and crises emerge in an endless series: Australian fire,African locust plague,African swine fever,avian influenza in the Middle East,new influenza in the United States,novel coronavirus outbreak in the world.As the “elder” of the government in the role of national governance,the cultivation of stronger organizational resilience means that the government is more proactive in the current complex and changeable era,which means that even if the government suffers the inevitable impact,it can recover and achieve further optimization through the role of organizational resilience.However,so far,there is a lack of research on resilience in the field of public management at home and abroad,and there is little systematic thinking on the causes and paths of organizational resilience,which makes it an urgent issue for public organizations,especially government organizations,to improve their organizational resilience to better cope with the unknown.The organization's system,operation and culture are deeply engraved with the leader's brand.In the government organization,the leader is at the top of the power pyramid,which has a profound influence on the operation of the organization system,and is considered as the key inducer of the development of resilience in the organization.Humility is seen as a virtue in both east and west.In ancient times,Chinahas long advocated that leaders should be humble and tolerant: “when a man is full,he will hurt,but when he is modest,he will benefit.” Humility as an important quality of effective leadership is deeply rooted in traditional Chinese culture.More and more researchers have found that the leaders of organizations that achieve sustainable and stable development in a competitive environment are all of the qualities of humility.They are not only open,open-minded to learn,respectful of others,but also respected by others.As a new type of leadership,humble leadership is conducive to organizational learning,organizational change,better serving the public and effectively adapting to changes.In the new era,government organizations are facing more and more uncertainties.The emergence of the leadership style of humble leadership provides a new opportunity for government organizations to adapt to the changing internal and external environment better and faster.In view of this,the core question to be addressed in this study is: first,can humble leadership act as an inducer of organizational resilience,thus providing a feasible way to improve the level of organizational resilience? Second,if humble leadership can affect organizational resilience,what is the mechanism?In order to solve the above core problems,firstly,based on combing related literature and according to the conservation of resources theory and the stage division theory of public crisis management,this study took humble leadership as the independent variable,organizational resilience as the dependent variable,introduced organizational mindfulness and organizational slack resources as the mediating variables and moderating variables respectively,and construct a research model on the influence of humble leadership on organizational resilience and proposed 3 research hypotheses(Hypothesis 1: there is a positive correlation between government organization humble leadership and organizational resilience;Hypothesis 2:Organizational mindfulness mediates the positive correlation between government organization humble leadership and organizational resilience;Hypothesis 3:organizational slack resources positively moderates the positive correlation between organizational mindfulness and organizational resilience).Secondly,this study combined with the authoritative scale at home and abroad,compiled questionnaires,tested the quality of the questionnaires through the preliminary survey,and then conducted formal investigation and collection of first-hand data in Chongqing,Qingdao,Shandong province and Delingha,Qinghai province through online and offline channels at different periods.Then,this study combined SPSS22.0 and AMOS22.0 and other analysis tools to conduct empirical analysis on the collected sample data(N=233).After the control effect test of demographic characteristics of the samples,the variable of administrative level was used as the control variable of this research model.Finally,through the main effect test,mediating effect test and moderating effect test of each research variable,the following main conclusions are drawn:(1)there is a significant positive correlation between government organization humble leadership and organizational resilience;(2)organizational mindfulness has a significant mediating effect between government organization humble leadership and organizational resilience;(3)the positive moderating effect of organizational slack resources on the positive correlation between organizational mindfulness and organizational resilience is not significant,while the negative moderating effect is significant.The theoretical contribution of this study are:(1)Through empirical research,the research model based on conservation of resources theory and the stage division theory of public crisis management is tested,that is,the inner mechanism and boundary conditions of the influence of humble leadership on organizational resilience.It has also been demonstrated that organizational mindfulness mediates the relationship between humble leadership and organizational resilience.And based on the conservation of resources theory,this study reveals the inner mechanism of the influence of humble leadership on organizational resilience.(2)it provides a reference for the application of conservation of resources theory in the public sector and broadens the theoretical perspective of studying the relationship between leadership and organizational resilience of government organizations.Combined with the empirical conclusion of this study,the management implications of this study for public organizations,especially government organizations,are as follows:(1)cultivate leaders' humility and establish a humble organizational culture: solidify explicit humility into intrinsic virtue,and establish a humble organizational culture in the practice of serving the public;(2)focus on organizational mindfulness and build high reliability organizations: focus on failure,refuse to simplify explanations and remain sensitive to the environment,maintain resilient commitment and respect for expertise;(3)attach importance to the strategic significance of organizational slack resources and classify and manage different types of redundant resources: treat and utilize resource redundancy from a strategic perspective and classify and manage various forms of slack resources according to different standards.