Leader Humility and Organizational Commitment: The Role of Psychological Safety and Psychological Availability

Abstract

The study sought to analyze the mediating role of psychological safety and psychological availability on the leadership humility and organizational commitment nexus among employees of commercial banks in the Cape Coast Metropolis. A quantitative research approach and an explanatory research design were employed for this study. Through convenient sampling, a structured questionnaire was used to collect data from a sample of 158 respondents from commercial banks in the Cape Coast Metropolis. The structural equation model was employed in analyzing the data collected for the study. The results of the study revealed a positive and significant correlation between the following: humble leadership and organizational commitment ( ); psychological safety and organizational commitment ( ); leader humility and employees’ psychological safety ( ); and finally, leader humility and employee psychological availability ( ). However, the study found that there was a negative and significant relationship between psychological availability and organizational commitment ( ). In terms of the mediating roles, the study found a partial mediation of both psychological safety ( ) and psychological availability ( ) on the relationship between humble leadership and organizational commitment. The study recommended that the banks should implement leadership development programs that emphasize the importance of humility as a core leadership trait. This will ensure employees’ psychological safety and psychological availability, which will improve their commitment to the organization.