More humility for leaders, less procrastination for employees: the roles of career calling and promotion focus

Abstract

Purpose

Based on the conservation of resources theory, the authors explore the relationship between humble leadership and employee procrastination by introducing career calling and promotion focus, and constructing a moderated mediation model aiming to reveal the influence of humble leadership on employee procrastination.

Design/methodology/approach

A total of 217 valid samples were obtained using a two-time point paired questionnaire. The proposed hypotheses were tested using hierarchical regression.

Findings

Hierarchical regression results indicated that humble leadership had a significant negative effect on employee procrastination. Career calling played a fully mediating role in humble leadership and employee procrastination. Promotion focus not only plays a positive moderating role between humble leadership and career calling but also moderates the mediating role of career calling.

Practical implications

Managers should pay attention to the cultivation of their own character of humility in the process of communicating with their subordinates, increase employees' career calling from various aspects to improve employees’ sense of meaning and value for their work and understand employees' situation for personalized management.

Originality/value

This study reveals for the first time the inhibitory effect of humble leadership on employee procrastination through the conservation of resources theory. This helps in expanding research on the antecedents of procrastination behavior and enriching research on the effects of implementing humble leadership. For this reason, the study contributes to the literature on humble leadership, employee procrastination and the conservation of resources theory.

Citation

He, W., Zhang, Z. and Guo, Q. (2023), "More humility for leaders, less procrastination for employees: the roles of career calling and promotion focus", Leadership & Organization Development Journal, Vol. 44 No. 1, pp. 120-136. https://doi.org/10.1108/LODJ-03-2022-0140