Leader humility and organisational citizenship behaviour: the mediating role of job satisfaction and employee engagement

Abstract

The study examined leader humility and organisational citizenship behaviour (OCB) with the mediating role of job satisfaction and employee engagement among senior staff administrators in the University of Cape Coast. The specific objectives are; to ananlyse; the effects of leader humility on OCB; examine the effects of leader humility on job satisfaction; the effects of leader humility on employee engagement; assess the effects of job satisfaction on OCB; the effects of employee engagement on OCB; the mediating role of job satisfaction between leader humility and OCB; and the mediating role of employee engagement between leader humility and OCB. The study adopted the explanatory research design using the quantitative approach. The study used the proportionate stratified sampling to draw 246 respondents for the study. Data were collected using questionnaire while data analysis was done using the partial least square structural modelling. The study found that leader humility has a positive and significant relationship with OCB, job satisfaction and employee engagement. The results of the study further indicated job satisfaction and employee engagement have significant positive link with OCB. Finally, the study established that job satisfaction and employee engagement made partial mediation effect on the link between leader humility and OCB. The study concluded that leaders of various teams or units in the university adopt humility leadership as it can create a positive work culture where employees feel more connected to the organisation and its values. The study recommended the institution should consider a more nuanced approach to leadership development, considering the positive effects of leader humility on OCB.