Research on the Impacts of Humble Leadership on R&D Team Innovation Performance based on the Social Information Processing Perspective

DOI

10.2991/edmi-19.2019.62How to use a DOI?

Keywords

Humble Leadership; R&D Team Innovation Performance; Team Psychological Safety; Team Task Interdependence.

Abstract

Based on the social information processing theory, the present takes paired data of 512 employees and their immediate supervisors in 139 R&D teams as a sample, which aims to examine the influence and mechanisms of humble leadership on the R&D team innovation performance. The results show as follows: humble leadership has a significant positive effect on team psychological safety; team psychological safety partial mediates the relationship between humble leadership and R&D team innovation performance; task interdependence moderates the positive effect of the humble leadership on R&D team innovation performance via team psychological safety. That is, when the task interdependence is high, the positive indirect effect was stronger than the condition when the task interdependence was low.

Copyright

© 2019, the Authors. Published by Atlantis Press.

Open Access

This is an open access article distributed under the CC BY-NC license (http://creativecommons.org/licenses/by-nc/4.0/).

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TY  - CONF
AU  - Yashu Duan
PY  - 2019/08
DA  - 2019/08
TI  - Research on the Impacts of Humble Leadership on R&D Team Innovation Performance based on the Social Information Processing Perspective
BT  - Proceedings of the 1st International Symposium on Economic Development and Management Innovation (EDMI 2019)
PB  - Atlantis Press
SP  - 371
EP  - 379
SN  - 2352-5428
UR  - https://doi.org/10.2991/edmi-19.2019.62
DO  - 10.2991/edmi-19.2019.62
ID  - Duan2019/08
ER  -