Humble Leadership and Organizational Citizenship Behavior: Insights from Contemporary Research

Abstract

Leadership is pivotal in today's dynamic business environment, where organizations navigate complexity and strive for sustained success. This study explores the relationship between humble leadership and organizational citizenship behavior (OCB) within organizational settings. Humble leadership, characterized by leaders who exhibit self-awareness, openness to feedback, and appreciation for their team members' contributions, has garnered increasing attention for its positive impact on employee outcomes. Extensive literature supports the notion that humble leadership enhances employee job satisfaction, commitment, and overall organizational performance. This study synthesizes existing research to highlight how humble leadership influences various dimensions of OCB, including altruism, courtesy, sportsmanship, conscientiousness, and civic virtue. Despite empirical evidence demonstrating the positive association between humble leadership and OCB, gaps remain in understanding the nuanced mechanisms and specific dimensions of OCB influenced by humble leadership behaviors. By addressing these gaps, this study aims to contribute to the literature on leadership effectiveness and organizational behavior, providing insights that can inform leadership practices and enhance organizational performance.