Many studies have examined the positive outcomes of humble leadership for employees. However, its impact on newcomers' well-being has been rarely investigated. In this paper, based on affective events theory and the broaden-and-build theory of positive emotions, the authors proposed a moderated mediation model to explore the effect of humble leadership on newcomer well-being. In the model, we identified newcomers' pride as a mediating variable and newcomers' proactive personality as a moderating variable.
The data were from a two-wave sample containing 213 newcomers. The hypothesized model was tested using partial least squares structural equational modeling.
The results demonstrated that humble leadership was positively related to newcomers' well-being, and newcomers' pride medicated this relationship. Additionally, newcomers' proactive personality moderated the relationship between humble leadership and newcomers' pride.
The authors adopted a cross-sectional research design, rendering it difficult to derive causal relationships between variables. In addition, all data were from self-reports of newcomers which would suffer from common method variance.
This research examined the role of humble leadership in promoting newcomers' pride and well-being.
