THE ROLE OF LEADER HUMILITY AND DIGITAL RESILIENCE IN SHAPING EMPLOYEE ADAPTIVE PERFORMANCE

Abstract

This study developed and empirically tested the role of leader humility in shaping employee’s adaptive performance via the mediating role of digital resilience and the moderating role of leader role overload. Data were collected from 230 employees working in technology-integrated organizations through questionnaire-based surveys. Findings reveal that leader humility facilitates employee adaptive performance by positively effecting employee digital resilience which in turn promotes adaptive performance. Further, leader overload was found to moderate the relation between leader humility and digital resilience. Implications and future research directions are also discussed.