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Related Experiment Video

Updated: Nov 22, 2025

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Leader Humility and Knowledge Sharing Intention: A Serial Mediation Model.

Diep T N Nguyen1, Stephen T T Teo1, Beni Halvorsen2

  • 1School of Business and Law, Edith Cowan University, Joondalup, WA, Australia.

Frontiers in Psychology
|January 11, 2021
PubMed
Summary

Leader humility positively influences employees' intention to share knowledge. This effect is mediated by affective trust, work engagement, and organizational citizenship behaviors (OCB-I), highlighting the importance of humble leadership.

Keywords:
OCBaffective trustknowledge sharingleader humilitysocial exchange theorywork engagement

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Area of Science:

  • Organizational Behavior
  • Knowledge Management
  • Social Exchange Theory

Background:

  • Understanding factors influencing knowledge sharing is crucial for organizational success.
  • Leader humility is an emerging area of research with potential implications for employee behavior.
  • Social Exchange Theory (SET) provides a framework for examining reciprocal relationships in the workplace.

Purpose of the Study:

  • To investigate the direct and indirect influence of leader humility on knowledge sharing intention.
  • To test the mediating roles of affective trust, work engagement, and organizational citizenship behaviors (OCB-I) within the leader humility-knowledge sharing intention relationship.
  • To contribute to the literature on leadership, knowledge management, and affect theory of SET.

Main Methods:

  • A two-wave, time-lagged field study was conducted.
  • Data were collected from 252 professional employees in Australia.
  • Statistical analyses were employed to examine direct and indirect effects and mediation.

Main Results:

  • Leader humility showed a significant, positive direct association with knowledge sharing intention.
  • Leader humility positively influenced affective trust in supervisors and work engagement, but not OCB-I directly.
  • Affective trust, work engagement, and OCB-I serially mediated the relationship between leader humility and knowledge sharing intention.

Conclusions:

  • Humble leadership fosters knowledge sharing through enhanced trust, engagement, and citizenship behaviors.
  • Affective trust, work engagement, and OCB-I are critical mediators in the leader humility-knowledge sharing link.
  • Future research should consider multi-source data and explore affect theory of SET for deeper insights.