Humble leadership and creativity in SMEs: A pathway to achieve SDG 8 and SDG 9 in the industry 4.0 era

The research explores how SME employee creativity develops under humble leadership (HL) in the context of Industry 4.0. This research applies the Job Demands-Resources theory to study direct HL effects on creativity and examine indirect relationships through employee vitality and peer support as well as the moderating impact of polychronicity. The research data shows that HL creates creativity directly and indirectly through employee vitality and peer support among 418 UK-based SME employees and supervisors, as analyzed through structural equation modeling. Moreover, the study demonstrates these effects increase when employees show polychronicity. The effects become stronger for people who possess effective multitasking abilities. The research presents practical guidelines to SME leaders demonstrating that leadership approaches based on employee welfare, teamwork.