From humility to action: how humble leaders inspire employee proactivity through positive affect, with the influence of expert power

Purpose Leader humility is beneficial for employees and organizations. Based on expectancy violations theory (EVT), this study explores the relationship between leader humility and employee proactive behavior, along with the mediating role of positive affect and the moderating role of leader expert power. Design/methodology/approach A scenario-based experiment (Study 1) and an online survey (Study 2) were carried out. Study 1 involved 206 participants. In Study 2, data were gathered from 201 employees and their direct leaders through a multi-source, multi-wave approach. Findings Leader expert power moderates the effect of leader humility on employee positive affect, such that the effect is stronger when leader expert power is high. Employee positive affect is positively related to their proactive behavior. Furthermore, leader expert power amplifies the indirect influence of leader humility on employee proactive behavior via employee positive affect, such that the effect is stronger when leader expert power is high. Originality/value First, this study broadens the understanding of how leader humility impacts employees. Second, this study identifies a new boundary condition for the effect of leader humility on employees. Third, this study enhances the theoretical understanding of leader humility and broadens the application of EVT.