Servant Leadership and the Effect of the Interaction Between Humility, Action, and Hierarchical Power on Follower Engagement
研究仆人式领导中谦逊与行动导向行为如何交互影响员工敬业度，并考察领导者层级权力的调节作用。基于232名员工样本，发现谦逊领导对敬业度影响最大，低层级中行动可补偿谦逊不足，高层级中谦逊强化行动效果。
Servant leadership has been theorized as a model where the moral virtue of humility co-exists with action-driven behavior. This article provides an empirical study that tests how these two apparently paradoxical aspects of servant leadership interact in generating follower engagement, while considering the hierarchical power of the leader as a contingency variable. Through a three-way moderation model, a study was conducted based on a sample of 232 people working in a diverse range of companies. The first finding is that humble leaders showed the highest impact on follower engagement regardless of their hierarchical position. Less humble leaders in lower hierarchical positions seem to be able to compensate for that through a strong action-oriented leadership style. Most notably for leaders in high hierarchical positions, the moral virtue of humility seems to strengthen the impact of their action-oriented leadership the most. These findings provide empirical support and a better understanding of the interplay between the moral virtue of humility and the action-oriented behaviors of servant leadership.