The service side of humility: Exploring the dual effects of leader humility on employee cooperation in hospitality settings

While leader humility is increasingly seen as essential in service contexts, its impact on employee communication remains nuanced. Guided by social exchange theory, this time-lagged field study examines how leader humility shapes constructive voice and cooperative silence through perceived inclusion, and how these effects vary with employees’ positive reciprocity beliefs. Survey data from 189 supervisor–employee dyads in Taiwan show that leader humility fosters inclusion, which in turn promotes voice and reinforces silence. These indirect effects are amplified among employees with strong reciprocity beliefs, revealing the dual nature of humble leadership in influencing employee communication dynamics.