From humble roots to innovative shoots: the dynamic duo of psychological safety and knowledge-sharing under humble leadership

Purpose In the pursuit of unravelling the dynamics of leadership and innovation in the workplace, the present study endeavours to construct and empirically validate a comprehensive serially mediated moderation process model that links humble leadership (HBL) and employee innovative work behaviour (E-IWB). Also, this model offers a nuanced understanding of the sequential interplay of perceived psychological safety (PPS) and employee knowledge-sharing behaviour (E-KSB). Furthermore, the study delves into the moderating influence of occupational self-efficacy (OSE), seeking to uncover the conditions under which the positive effects of E-KSB on E-IWB are accentuated within the context of expressed humility. Design/methodology/approach Time-lagged data were collected from 225 subordinate–supervisor dyads in small and medium-sized enterprises (SMEs) of the Indian apparel manufacturing sector utilising survey methods. IBM SPSS, AMOS and PROCESS Macro were used to analyse the data. Findings The findings indicate that HBL positively influences E-IWB with the serial mediating role of PPS and E-KSB. Also, OSE moderates the link between E-KSB and E-IWB so that the positive indirect effect of HBL on E-IWB through PPS and E-KSB in the serial process is more pronounced at higher levels of OSE. Originality/value This study contributes insights by proposing and empirically testing a serially mediated moderation process model that elucidates the intricate relationships between HBL, PPS, E-KSB and E-IWB. The exploration of OSE as a moderator enriches the understanding of the conditions under which the positive and indirect effects unfold. The research thus provides a nuanced framework for leadership and innovation dynamics, offering a valuable guide for organisations seeking to foster a culture of humility for enhanced employee innovation in SME contexts.