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THE MEDIATING ROLE OF WORKPLACE HAPPINESS IN THE EFFECT OF HUMBLE LEADERSHIP ON EMPLOYEE PERFORMANCE

Year 2023, Volume: 14 Issue: 27, 206 - 222, 26.06.2023
https://doi.org/10.36543/kauiibfd.2023.008

Abstract

The present study aims to investigate the relationships between humble leadership, employee performance and workplace happiness. 156 employees were surveyed to collect data, which was subsequently analyzed using the SPSS 22.0 and Amos software programs in line with the study’s objectives. The analysis findings showed that humble leadership positively affects both employee performance and workplace happiness. The findings also revealed that workplace happiness has a partial mediating role in humble leadership’s effect on employee performance. According to the findings, humble leaders who take it as a mission to be open to criticism and feedback, to appreciate their followers and to learn from mistakes not only contribute to happiness and positive emotions in the organization, but also increase the performance levels of employees.

References

  • Abualoush, S. H., Obeidat, A. M., Ali, A., Masa’deh, R., & Al-Badi, A. (2018a). The role of employees’ empowerment as an intermediary variable between knowledge management and information systems on employees’ performance. VINE Journal of Information and Knowledge Management Systems, 48(2), 217-237
  • Abualoush, S., Bataineh, K., & Alrowwad, A. (2018b). The role of knowledge management process and intellectual capital as intermediary variables between knowledge management infrastructure and organization performance. Interdisciplinary Journal of Information, Knowledge, and Management, 13, 279-309.
  • Akın, O. & Aktar, A. (2019). Muhasebe meslek mensuplarında mesleki yabancılaşmanın işyeri mutluluğu üzerine etkisi: Burdur ili ve Bucak ilçesinde bir araştırma. Uluslararası İktisadi ve İdari Bilimler Dergisi, 5(2), 1-24.
  • Anitha, J. (2014). Determinants of employee engagement and their impact on employee performance. International Journal of Productivity and Performance Management, 63(3), 308-323.https://doi.org/10.1108/IJPPM-01-2013-0008
  • Bartlett, M. Y., Paul C., Jourdan C., Jolie B. W. & David D.. (2012). Gratitude: Prompting behaviours that build relationships. Cognition & Emotion, 26, 2–13.
  • Bockerman, P., & Pekka I.. (2012). The job satisfactionproductivity nexus: A study using matched survey and register data. Industrial and Labor Relations Review, 65(2), 244–62.
  • Boehm, J. &Lyubomirsky, S. (2008). Does happiness promote career success. Journal of Career Assssment, 16(1), 101-116.
  • Borman, W. C., & Motowidlo, S. J. (1993). Expanding the criterion domain to include elements of contextual performance. In N. Schmitt & W.C. Borman (Editions.), Personnel selection in organizations. San Francisco, CA: Jossey-Bass.
  • Cameron, K. S., & Caza, A. (2004). Contributions to the discipline of positive organizational scholarship. American Behavioral Scientist, 47, 731–739.
  • Carr, J. Z., Schmidt, A. M., Ford, J. K. & DeShon, R. P. (2003). Climate perceptions matter: A meta-analytic path analysis relating molar climate, cognitive and affective states, and individual level work outcomes. Journal of Applied Psychology, 88(4), 605-619.
  • Cartwright, S., & Cooper, C. L., (eds.) (2008). The Oxford handbook of organisational well being, Oxford: Oxford University Press.
  • Catherine M., (2015). Happiness In The Workplace: An Appreciative Inquiry. Dublin City University.
  • Cropanzano, R. & Wright, T. A. (2001). When a "happy" worker is really a "productive" worker: A review and further refinement of the happy-productive worker thesis. Consulting Psychology Journal: Practice and Research, 53(3), 182-199.
  • Çöl, G. (2008). Algılanan güçlendirmenin iş gören performansı üzerine etkileri. Doğuş Üniversitesi Dergisi, 9(1), 35-46.
  • Diener, E. (2000). Subjective Well-Being. The science of happiness and a proposal for a national ındex. American Psychologist, 55, 34–43.
  • Diener, E., Oishi, S. & Lucas, R. E. (2003). Personality, culture, and subjective well-being: Emotional and cognitive evaluations of life. Annual Review of Psychology, 54(1), 403-425.
  • Edmunds, L. D., & Pryce-Jones, J. (2008). Relationships between happiness, overtime, sick leave and intention to stay or leave. Selection & Development Review, 24, 8-12.
  • Erer, B. (2021). İş yeri mutluluğunun öncülleri ve sonuçları üzerine nitel bir çalışma. Pamukkale Üniversitesi İşletme Araştırmaları Dergisi, 8(1), 215-229.
  • Faiza,T. A., & Nazir, F. S. (2015). Capacity building boost employees performance. Industrial and Commercial Training, 47(2), 61-66.
  • Feng, J. M., Liu, S.-S., Wu, K.-J. & Wang, H.-C. (2014). A review of the literature of humble leadership. Foreign Econ. Manag. 36, 38–48.
  • Field, L. K., & Buitendach, J. H. (2011). Happiness, work engagement and organisationalcommitment of support staff at a tertiary education institution in South Africa. SA Journal of Industrial Psychology, 37(1), 1-10.
  • Gavin, J. H. & Mason, R. O. (2004). The virtuous organization: The value of happiness in the workplace. Organizational Dynamics, 33(4), 379-392.
  • Grant, A. M., Christianson, M. K. & Price, R. H. (2007). Happiness, health, or relationships? Managerial practices and employee well-being tradeoffs. The Academy of Management Perspectives, 21(3), 51-63.
  • Grenberg, J. M. (2005). Kant and the ethics of humility: A story of dependence, corruption and virtue. Cambridge, U.K.: Cambridge University Press.
  • Howard, B. & Gould, K.E. 2000. Strategic planning for employee happiness: A business goal for human service organizations. American Journal on Mental Retardation, 105(5), 377-386.
  • Judge, T. A., Piccolo, R. F. & Ilies, R. (2004). The forgotten ones? the validity of consideration and initiating structure in leadership research. Journal of Applied Psychology, 89(1), 36-51.
  • Kaya, Ç., & Başkaya, R. (2016). The roles of organizational and ethical climate on individual performance of employees. Business Management Dynamics, 5(8), 57- 68.
  • Kerse, G., Koçak, D., Özdemir, Ş. (2020). Mütevazı liderlik ölçeğinin türkçe uyarlaması ve mütevazı liderliğin seslilik davranışına etkisi: kuşak farklılığının düzenleyici rolü, İşletme Araştırmaları Dergisi, 12(2), 1769-1787.
  • Khan, N. A., Silke M., Kirill S., & Hafiz A. J. (2022). If you aim higher than you expect, you could reach higher than you dream: leadership and employee performance. Economies, 10, 123.
  • Martin, G., Beaumont, P., Doig, R., & Pate, J. (2005). Branding: a new performance discourse for HR? Eur.Manag.J. 23,76–88.
  • Nielsen, R., Marrone, J. A. & Slay, H. S. (2010). A new look at humility: exploring the humility concept and its role in socialized charismatic leadership. Journal of Leadership & Organizational Studies, 17(1), 33-43.
  • Ou, A. Y., Tsui, A. S., Kinicki, A. J., Waldman, D. A., Xiao, Z. & Song, L. J. (2014). Humble chief executive officers’ connections to top management team integration and middle managers’ responses, Administrative Science Quarterly, 59(1), 34-72.
  • Owens, B. P. & Hekman, D. R. (2012). Modeling how to grow: An inductive examination of humble leader behaviors, contingencies, and outcomes. Academy of Management Journal, 55(4), 787-818.
  • Owens, B. P., Johnson, M. D. & Mitchell, T. R. (2013). Expressed humility in organizations: Implications for performance, teams, and leadership. Organization Science, 24(5), 1517-1538.
  • Owens, B. P., Walker, A. S., & Waldman, D. A. (2015). Leader narcissism and follower outcomes: The counterbalancing effect of leader humility. Journal of Applied Psychology, 100(4), 1203–1213.
  • Peterson, C. & Seligman, M. E. P. (2004). Character strengths and virtues: a handbook and classification. New York: Oxford University Press.
  • Rowold, J., Borgmann, L. & Bormann, K. (2014). Which leadership constructs are important for predicting job satisfaction, affective commitment, and perceived job performance in profit versus nonprofit organizations?. Nonprofit Management and Leadership, 25(2), 147-164.
  • Sangperm, N., & Jermsittiparsert, K. (2019). The effect of organization learning culture, physical workplace environment, employee trust, employee satisfaction on employee performance of Thailand Pharmaceutical Industry. Systematic Reviews in Pharmacy, 10(2), 303-312.
  • Seltzer, J., & Numerof, R. E. (1988). Supervisory leadership and subordinate burnout. Academy of Management Journal, 31(2), 439–446.
  • Tafvelin, S., Armelius K. & Westerberg K. (2011. Toward understanding the direct and ındirect effects of transformational leadership on wellbeing: A longitudinal study. Journal of Leadership & Organizational Studies, 18, 480-492.
  • Tanner, C., Bragger, A., van Schie, S. & Lebherz, C. (2010). Actions speak louder than words: The benefits of ethical behaviors of leaders. Journal of Psychology, 218(4), 225-233.
  • Usman, O., Yanuar D. M, Marsofiyati. (2022). Influence of leadership style, job satisfaction, and job motivation on employee performance agency of transportation research and development, Central Jakarta. QUALITY Access to Success, 23, 299-308.
  • Wijewardena, N., Samaratunge, R. & Härtel, C. (2014). Creating better employees through positive leadership behavior in the public sector. International Journal of Public Administration, 37(5), 288-298.
  • Williams, P, Kern ML & Waters L (2017). The role and reprocessing of attitudes in fostering employee work happiness: An intervention study. Frontiers in Psychology, 8, 1-12.
  • Yang, K., Zhou, L., Wang, Z., Lin, C. & Luo, Z. (2019). Humble leadership and innovative behaviour among Chinese nurses: The mediating role of work engagement. Journal of Nursing Management, 27, 1801– 1808.
  • Zelenski, J. M., Murphy, S. A., & Jenkins, D. A. (2008). The happy-productive worker thesis revisited. Journal of Happiness Studies, 9(4), 521-537.

THE MEDIATING ROLE OF WORKPLACE HAPPINESS IN THE EFFECT OF HUMBLE LEADERSHIP ON EMPLOYEE PERFORMANCE

Year 2023, Volume: 14 Issue: 27, 206 - 222, 26.06.2023
https://doi.org/10.36543/kauiibfd.2023.008

Abstract

Bu çalışmanın amacı mütevazı liderlik, çalışan performansı ve iş yeri mutluluğu arasındaki ilişkileri araştırmaktır. Araştırma amacına uygun olarak 156 çalışana anket yöntemi aracılığıyla sorular yöneltilmiş ve elde edilen veriler SPSS 22.0 ve Amos programları aracılığıyla analiz edilmiştir. Analiz sonucunda elde edilen bulgular mütevazı liderliğin hem çalışan performansını hem de iş yeri mutluluğunu olumlu yönde etkilediğini göstermiştir. Ayrıca mütevazı liderliğin çalışan performansı üzerindeki etkisinde iş yeri mutluluğunun kısmi bir aracı role sahip olduğu da tespit edilmiştir. Buna göre eleştirilere ve geri bildirimlere açık olmayı, takipçilerini takdir etmeyi ve hatalardan öğrenmeyi kendine misyon edinen mütevazı liderler yalnızca örgütteki mutluluk ve olumlu duygulara katkı sunmakla kalmayıp aynı zamanda çalışanların performans düzeylerini de artırmaktadır.

References

  • Abualoush, S. H., Obeidat, A. M., Ali, A., Masa’deh, R., & Al-Badi, A. (2018a). The role of employees’ empowerment as an intermediary variable between knowledge management and information systems on employees’ performance. VINE Journal of Information and Knowledge Management Systems, 48(2), 217-237
  • Abualoush, S., Bataineh, K., & Alrowwad, A. (2018b). The role of knowledge management process and intellectual capital as intermediary variables between knowledge management infrastructure and organization performance. Interdisciplinary Journal of Information, Knowledge, and Management, 13, 279-309.
  • Akın, O. & Aktar, A. (2019). Muhasebe meslek mensuplarında mesleki yabancılaşmanın işyeri mutluluğu üzerine etkisi: Burdur ili ve Bucak ilçesinde bir araştırma. Uluslararası İktisadi ve İdari Bilimler Dergisi, 5(2), 1-24.
  • Anitha, J. (2014). Determinants of employee engagement and their impact on employee performance. International Journal of Productivity and Performance Management, 63(3), 308-323.https://doi.org/10.1108/IJPPM-01-2013-0008
  • Bartlett, M. Y., Paul C., Jourdan C., Jolie B. W. & David D.. (2012). Gratitude: Prompting behaviours that build relationships. Cognition & Emotion, 26, 2–13.
  • Bockerman, P., & Pekka I.. (2012). The job satisfactionproductivity nexus: A study using matched survey and register data. Industrial and Labor Relations Review, 65(2), 244–62.
  • Boehm, J. &Lyubomirsky, S. (2008). Does happiness promote career success. Journal of Career Assssment, 16(1), 101-116.
  • Borman, W. C., & Motowidlo, S. J. (1993). Expanding the criterion domain to include elements of contextual performance. In N. Schmitt & W.C. Borman (Editions.), Personnel selection in organizations. San Francisco, CA: Jossey-Bass.
  • Cameron, K. S., & Caza, A. (2004). Contributions to the discipline of positive organizational scholarship. American Behavioral Scientist, 47, 731–739.
  • Carr, J. Z., Schmidt, A. M., Ford, J. K. & DeShon, R. P. (2003). Climate perceptions matter: A meta-analytic path analysis relating molar climate, cognitive and affective states, and individual level work outcomes. Journal of Applied Psychology, 88(4), 605-619.
  • Cartwright, S., & Cooper, C. L., (eds.) (2008). The Oxford handbook of organisational well being, Oxford: Oxford University Press.
  • Catherine M., (2015). Happiness In The Workplace: An Appreciative Inquiry. Dublin City University.
  • Cropanzano, R. & Wright, T. A. (2001). When a "happy" worker is really a "productive" worker: A review and further refinement of the happy-productive worker thesis. Consulting Psychology Journal: Practice and Research, 53(3), 182-199.
  • Çöl, G. (2008). Algılanan güçlendirmenin iş gören performansı üzerine etkileri. Doğuş Üniversitesi Dergisi, 9(1), 35-46.
  • Diener, E. (2000). Subjective Well-Being. The science of happiness and a proposal for a national ındex. American Psychologist, 55, 34–43.
  • Diener, E., Oishi, S. & Lucas, R. E. (2003). Personality, culture, and subjective well-being: Emotional and cognitive evaluations of life. Annual Review of Psychology, 54(1), 403-425.
  • Edmunds, L. D., & Pryce-Jones, J. (2008). Relationships between happiness, overtime, sick leave and intention to stay or leave. Selection & Development Review, 24, 8-12.
  • Erer, B. (2021). İş yeri mutluluğunun öncülleri ve sonuçları üzerine nitel bir çalışma. Pamukkale Üniversitesi İşletme Araştırmaları Dergisi, 8(1), 215-229.
  • Faiza,T. A., & Nazir, F. S. (2015). Capacity building boost employees performance. Industrial and Commercial Training, 47(2), 61-66.
  • Feng, J. M., Liu, S.-S., Wu, K.-J. & Wang, H.-C. (2014). A review of the literature of humble leadership. Foreign Econ. Manag. 36, 38–48.
  • Field, L. K., & Buitendach, J. H. (2011). Happiness, work engagement and organisationalcommitment of support staff at a tertiary education institution in South Africa. SA Journal of Industrial Psychology, 37(1), 1-10.
  • Gavin, J. H. & Mason, R. O. (2004). The virtuous organization: The value of happiness in the workplace. Organizational Dynamics, 33(4), 379-392.
  • Grant, A. M., Christianson, M. K. & Price, R. H. (2007). Happiness, health, or relationships? Managerial practices and employee well-being tradeoffs. The Academy of Management Perspectives, 21(3), 51-63.
  • Grenberg, J. M. (2005). Kant and the ethics of humility: A story of dependence, corruption and virtue. Cambridge, U.K.: Cambridge University Press.
  • Howard, B. & Gould, K.E. 2000. Strategic planning for employee happiness: A business goal for human service organizations. American Journal on Mental Retardation, 105(5), 377-386.
  • Judge, T. A., Piccolo, R. F. & Ilies, R. (2004). The forgotten ones? the validity of consideration and initiating structure in leadership research. Journal of Applied Psychology, 89(1), 36-51.
  • Kaya, Ç., & Başkaya, R. (2016). The roles of organizational and ethical climate on individual performance of employees. Business Management Dynamics, 5(8), 57- 68.
  • Kerse, G., Koçak, D., Özdemir, Ş. (2020). Mütevazı liderlik ölçeğinin türkçe uyarlaması ve mütevazı liderliğin seslilik davranışına etkisi: kuşak farklılığının düzenleyici rolü, İşletme Araştırmaları Dergisi, 12(2), 1769-1787.
  • Khan, N. A., Silke M., Kirill S., & Hafiz A. J. (2022). If you aim higher than you expect, you could reach higher than you dream: leadership and employee performance. Economies, 10, 123.
  • Martin, G., Beaumont, P., Doig, R., & Pate, J. (2005). Branding: a new performance discourse for HR? Eur.Manag.J. 23,76–88.
  • Nielsen, R., Marrone, J. A. & Slay, H. S. (2010). A new look at humility: exploring the humility concept and its role in socialized charismatic leadership. Journal of Leadership & Organizational Studies, 17(1), 33-43.
  • Ou, A. Y., Tsui, A. S., Kinicki, A. J., Waldman, D. A., Xiao, Z. & Song, L. J. (2014). Humble chief executive officers’ connections to top management team integration and middle managers’ responses, Administrative Science Quarterly, 59(1), 34-72.
  • Owens, B. P. & Hekman, D. R. (2012). Modeling how to grow: An inductive examination of humble leader behaviors, contingencies, and outcomes. Academy of Management Journal, 55(4), 787-818.
  • Owens, B. P., Johnson, M. D. & Mitchell, T. R. (2013). Expressed humility in organizations: Implications for performance, teams, and leadership. Organization Science, 24(5), 1517-1538.
  • Owens, B. P., Walker, A. S., & Waldman, D. A. (2015). Leader narcissism and follower outcomes: The counterbalancing effect of leader humility. Journal of Applied Psychology, 100(4), 1203–1213.
  • Peterson, C. & Seligman, M. E. P. (2004). Character strengths and virtues: a handbook and classification. New York: Oxford University Press.
  • Rowold, J., Borgmann, L. & Bormann, K. (2014). Which leadership constructs are important for predicting job satisfaction, affective commitment, and perceived job performance in profit versus nonprofit organizations?. Nonprofit Management and Leadership, 25(2), 147-164.
  • Sangperm, N., & Jermsittiparsert, K. (2019). The effect of organization learning culture, physical workplace environment, employee trust, employee satisfaction on employee performance of Thailand Pharmaceutical Industry. Systematic Reviews in Pharmacy, 10(2), 303-312.
  • Seltzer, J., & Numerof, R. E. (1988). Supervisory leadership and subordinate burnout. Academy of Management Journal, 31(2), 439–446.
  • Tafvelin, S., Armelius K. & Westerberg K. (2011. Toward understanding the direct and ındirect effects of transformational leadership on wellbeing: A longitudinal study. Journal of Leadership & Organizational Studies, 18, 480-492.
  • Tanner, C., Bragger, A., van Schie, S. & Lebherz, C. (2010). Actions speak louder than words: The benefits of ethical behaviors of leaders. Journal of Psychology, 218(4), 225-233.
  • Usman, O., Yanuar D. M, Marsofiyati. (2022). Influence of leadership style, job satisfaction, and job motivation on employee performance agency of transportation research and development, Central Jakarta. QUALITY Access to Success, 23, 299-308.
  • Wijewardena, N., Samaratunge, R. & Härtel, C. (2014). Creating better employees through positive leadership behavior in the public sector. International Journal of Public Administration, 37(5), 288-298.
  • Williams, P, Kern ML & Waters L (2017). The role and reprocessing of attitudes in fostering employee work happiness: An intervention study. Frontiers in Psychology, 8, 1-12.
  • Yang, K., Zhou, L., Wang, Z., Lin, C. & Luo, Z. (2019). Humble leadership and innovative behaviour among Chinese nurses: The mediating role of work engagement. Journal of Nursing Management, 27, 1801– 1808.
  • Zelenski, J. M., Murphy, S. A., & Jenkins, D. A. (2008). The happy-productive worker thesis revisited. Journal of Happiness Studies, 9(4), 521-537.
There are 46 citations in total.

Details

Primary Language English
Subjects Leadership
Journal Section Articles
Authors

Mesut Soyalın 0000-0003-1475-0905

Publication Date June 26, 2023
Acceptance Date June 16, 2023
Published in Issue Year 2023 Volume: 14 Issue: 27

Cite

APA Soyalın, M. (2023). THE MEDIATING ROLE OF WORKPLACE HAPPINESS IN THE EFFECT OF HUMBLE LEADERSHIP ON EMPLOYEE PERFORMANCE. Kafkas Üniversitesi İktisadi Ve İdari Bilimler Fakültesi Dergisi, 14(27), 206-222. https://doi.org/10.36543/kauiibfd.2023.008

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