The influence of humble leadership on employees work engagement the role of psychological safety and tolerance of ambiguity

VIETNAM NATIONAL UNIVERSITY, HANOI VIETNAM JAPAN UNIVERSITY TRAN DUC ANH THE INFLUENCE OF HUMBLE LEADERSHIP ON EMPLOYEE’S WORK ENGAGEMENT: THE ROLE OF PSYCHOLOGICAL SAFETY AND TOLERANCE OF AMBIGUITY MASTER’S THESIS VIETNAM NATIONAL UNIVERSITY, HANOI VIETNAM JAPAN UNIVERSITY TRAN DUC ANH THE INFLUENCE OF HUMBLE LEADERSHIP ON EMPLOYEE’S WORK ENGAGEMENT: THE ROLE OF PSYCHOLOGICAL SAFETY AND TOLERANCE OF AMBIGUITY MAJOR: BUSINESS ADMINISTRATION CODE: 8340101.01 RESEARCH SUPERVISORS: Assoc Prof Dr MITSUE ISHIDA Dr VU HOANG NAM Hanoi, 2023 COMMITMENT “I assure the thesis title “The influence of humble leadership on employee’s work engagement: The role of psychological safety and tolerance of ambiguity” is my personal research under the supervision of Associate professor PhD Mitsue Ishida and Dr Vu Hoang Nam The data used in the thesis is truthful, and the quantitative analysis and conclusions of the thesis were not public in any other research The source of citation for this thesis is fully stated I pledge with personal honor that this research result is my own and does not violate the Regulation on prevention of plagiarism in academic and scientific research activities at VNU Vietnam Japan University (Issued together with Decision No 700/QD-ĐHVN dated 30/9/2021 by the Rector of Vietnam Japan University) I am able and willing to take responsibility for my thesis.” Hanoi, June 2023 Author Tran Duc Anh ACKNOWLEDGMENT “During my two-year tenure at Vietnam Japan University, I was afforded the invaluable opportunity to acquire a wealth of knowledge that had hitherto eluded me It brings me great pleasure to articulate my thesis on the subject of leadership, which happens to be my personal favorite With utmost sincerity, I extend my heartfelt gratitude to the esteemed professors and doctors at Vietnam Japan University and Yokohama National University for imparting invaluable knowledge and skills that have greatly contributed to my research I firmly believe that the knowledge I have gained from these distinguished institutions will not only aid me in my thesis but also prove to be instrumental in my professional pursuits I would like to extend my utmost gratitude to Associate Professor PhD Mitsue Ishida and Dr Vu Hoang Nam for their unwavering support and invaluable guidance throughout this period Had it not been for their invaluable guidance and unwavering patience, I would have been unable to successfully complete my thesis I would like to take this opportunity to express my sincere gratitude to Professor Hiroshi Morita for his invaluable insights and guidance provided during our weekly seminars Your constructive feedback and advice have been instrumental in enhancing the quality of my thesis, and I am truly grateful for your unwavering support Secondly, I would like to say a special thank you to Prof Hiroshi Morita and your comments and advice to improve my thesis in weekly seminar It is with great pleasure that I extend my heartfelt appreciation to the esteemed MBA program assistant, Ms Huong, the distinguished Professor Hino Yoshifumi, and my esteemed classmates who have been a constant source of support and motivation throughout my thesis journey I extend my sincerest gratitude to all individuals who have assisted me in conducting the survey across three factories, which I had the privilege of observing during my two-year tenure ABSTRACT “This study explored the relationship between humble leadership behaviours, their underlying mechanisms, and associated outcomes Leadership plays a pivotal role in organisations, influencing employee engagement and overall company performance Improving leadership abilities is crucial for attaining optimal results The study's design involves the establishment of humble leadership as the independent variable and employee engagement as the dependent variable Furthermore, the model included the perception of psychological safety among subordinates as a mediator The study utilised the tolerance of ambiguity as a moderator in examining the relationship between humble leadership and employee engagement This approach revealed the interconnectedness of these variables Quantitative methodologies have been utilised to analyse a representative subset of 142 employed individuals within Vietnam's borders We employed the seventh model of the PROCESS procedure in SPSS, which was developed by Andrew F Hayes, for our study The validity of the proposed model is substantiated by various analytical methods, such as descriptive analysis, KMO and Bartlett's test, independent sample Ttest, and Pearson correlation These methods offer a thorough and reliable evaluation of the model's validity and dependability The results indicate that the proposed model is a reliable and efficient instrument for tackling the research inquiry The research findings indicate a noteworthy association among humble leadership, psychological safety, and employee engagement The analysis reveals that humble leadership has a significant impact on employee engagement Additionally, the study demonstrates the significant influence of humble leadership on the establishment of psychological safety The study's findings should be considered as a point of reference by the leaders of the manufacturing department, directors, and policy researchers in Vietnam.” Keywords: Humble leadership, psychological safety, employee engagement, tolerance of ambiguity TABLE OF CONTENTS LIST OF TABLES LIST OF FIGURES LIST OF ABBREVIATIONS CHAPTER 1: INTRODUCTION 1.1 Research rationale 1.2 Research objectives, research questions 1.3 Research method 1.4 Contributions 1.5 Structure of the thesis CHAPTER LITERATURE REVIEW AND HYPOTHESIS DEVELOPMENT 2.1 Humble Leadership 2.2 Psychological safety 2.3 Tolerance of ambiguity 10 2.4 Employee job engagement 12 2.5 Research model 14 CHAPTER RESEARCH METHODOLOGY 16 3.1 Research process 16 3.2 Research design 16 3.3 Data collection instruments 17 3.4 Data analysis approach 20 CHAPTER ANALYSIS RESULTS 22 4.1 Sample description 22 4.2 Descriptive statistics 25 4.3 Results from measurement model testing 27 4.4 Results from hypothesis testing 32 CHAPTER DISCUSSION AND CONCLUSION 36 5.1 Discussion 36 5.2 Implications 38 5.3 Limitations and suggestions for further research 39 5.4 Conclusion 42 REFERENCES 43 APPENDIX A: QUESTIONNAIRES 48 LIST OF TABLES Table 3.1: Measurement 18 Table 4.1: Respodent’s background 24 Table 4.2: Descriptive statistics 25 Table 4.3: Cronbach’s Alpha evaluation 27 Table 4.4: Cronbach's Alpha evaluation in detail…………………………………….35 Table 4.5: KMO and Barlett’s test for independent variables 30 Table 4.6: Rotated Component Matrix_Independent Variables 30 Table 4.7: KMO and Barlett’s test for dependent variables 31 Table 4.8: Rotated Component Matrix_Dependent Variables 31 Table 4.9: Independent sample t-test 32 Table 4.10: Pearson correlation 33 Table 4.11: Results of Direct Relationships 33 Table 4.12: Result of Moderated Mediation Relationships 34 LIST OF FIGURES Figure 2.1: The proposed research model 14 Figure 4.1: Result model 35 LIST OF ABBREVIATIONS HL PS JE TA Humble Leadership Psychological Safetu Job Engagement Tolerance of Ambiguity CHAPTER : INTRODUCTION 1.1 Research rationale Vietnam's society and economy saw dramatic changes when the reform known as Doi Moi was implemented in 1986 The annual rate of expansion in GDP has been very impressive Because of the revolution, Vietnam's economy has shifted from being purely socialist to one in which public and private sectors coexist Ownership structures, rules, and relationships with both internal and external stakeholders may vary depending on the kind of ownership structure in place Along with changes in working conditions, Vietnam's economy is also experiencing changes in the industrial sector, as our nation relies heavily on exports from manufacturing Due to its strategic position in Southeast Asia, stable political structure, and affordable labor force, the country is a developing industrial center and will continue to be the backbone of the economy, contributing more than 25% of GDP in 2021 even if the world is hit hard by the aftermath of the COVID-19 pandemic (Dennis Lien, 2022) Moreover, there has been a recent upsurge in the number of MNC (Multinational Corporation) interested in establishing footholds in Vietnam's industrial sector Vietnam's supply networks have been called the "shining star" of the Asia-Pacific by some Therefore, the management practice in manufacturing industry must adapt to these changes Leadership scholars have been reminded of the need of leader humility in the wake of the Enron crisis, which was caused by executives' arrogance, unchecked egos, and senses of entitlement Leaders who are overconfident, egocentric, and condescending are more likely to disregard their subordinates' ideas and input, which can result in costly errors and public issues (Kelemen, 2023) Modern leadership theory, on the contrary, places a premium on leaders who help their teams grow and realize their maximum potential As a result, there is a growing interest among both academicians and practitioners in humble leadership as an effective and prospective leadership style (Yang, 2022), especially in the Western countries According to Owen (2016), leader humility is exemplified by 'a manifested readiness to correctly assess oneself, an appreciation for the capabilities of others, and teachability,' which has acquired importance in the realm of business ethics been shown that the connections between humble leadership and psychological safety are unaffected by the tolerance of ambiguity According to Hypothesis 1, Humble Leadership have a direct impact on Job Engagement After looking at the EFA discovery factor, the Cronbach's Alpha coefficients for reliability, and the analysis of the hypotheses, the results proved that Humble Leadership is positively influence on Job Engagement This result is in line with Owen et al., (2013) However, with regard to the Vietnam specific context, the current study did not algin with Nguyen and Pham study (2020), which found that the leadership did not have any impact on employee engagement Since their scope was focus on the non-profit organization, while the current study scope focused on manufacturing company The hypothesized H2 states that the Humble Leadership positively affect Psychological Safety As a result, the hypothesis is confirmed with β = 5187; P-value =.0000 < 0.05 This suggests that the humbler the manger is, the more safety the employee feel The outcome is similar to previous studies (Walters, 2016) Then, the hypothesis H3 was stated that psychological safety positively related to employee engagement As a result, the hypothesis is confirmed with β = 2794; Pvalue =.0002 < 0.05 The result once confirmed the previous research investigation by Rich, Lepine, & Crawford (2010), Kahn et al., (1990) and May et al., (2004) In addition, bootstrap serial mediation is used to test hypothesis H4 (Hayes, 2022) According to the hypothesis, the perception of psychological safety by followers would mediate the relationship between humble leadership and employee engagement According to the results, the confidence intervals for the serial mediation effect ranged from 071 to 315, with a standard deviation of 0.056 Our CI did not contain a value of zero, indicating that the serial indirect impact is significant, supporting hypothesis 1, and This means that when managers demonstrate humility in the workplace, employees can feel emotionally secure and invested in the company's mission The results are also corroborated by prior studies (Owens & Hekman, 2012; Owens et al., 2013; Walters & Diab, 2016) 37 However, H5 predicted that a leader's tolerance of ambiguity would moderate the relationship between humble leadership and follower’s perception of psychological safety that the relationship would be strengthen when a leader's tolerance of ambiguity is high The estimated result shows that the correlation between a humble leader and followers' sense of psychological safety is unaffected by the degree to which they can tolerate ambiguity due to P value =.0799 >0.05 Previous research by Owen and Hekman (2012) on the effect of humble leadership style found the consistent to current research In their research they state that the perception of follower’s psychological safety will lead to the fluidity of the organization and the small and continuously changes in along their development, which does not directly impact the the perception of follower’s psychological safety 5.2 Implications Theoretical implications The present investigation holds significant theoretical implications The present study has corroborated prior research on the association between humble leadership and employee engagement (Owens, 2013) ,as well as the correlation between psychological safety and employee engagement (Kahn, 1990; May., 2004) Additionally, the study has validated the mediation model of psychological safety between humble leadership and employee engagement (Walter, 2016) However the relationship among humble leadership and employee engagement was contradicted to the Nguyen et al., (2020) study According to their findings, there was no correlation between leadership and employee engagement Since their sample was comprised of non-profit organizations, whose culture encourages ownership, and whose senior employees are less likely to rely on their direct manager and more likely to seek assistance from their peers than those in a top-down industry, they are less likely to rely on their immediate supervisor Therefore, the current study demonstrated the positive correlation between humility and employee engagement Second, the study identified another effective leadership style management that could enhance the degree of employee engagement within Vietnamese context besides 38 transformational, ethical and visionary leadership style (Khuong, 2015; Khuong, 2014 ; Duy, 2012) Final, this study ultimately showcases the manner in which psychological safety serves as a mediator for the correlation between humble leadership and its resultant outcomes Prior research suggests that the association between humble leadership and its consequences is attenuated by both contingency and mechanism (Owens, 2013) Henceforth, it is imperative to scrutinize the conspicuous lacunae between unassuming leadership and its ramifications The author posits and evaluates a hypothesis concerning the impact of humble leadership on employee engagement through the lens of psychological safety, in order to address a gap in the existing body of research The present study's results serve to expand upon prior investigations regarding the correlation between leader humility and the individual employee outcomes Practical/Management implications The study offers several implications that are essential for both managers and scholar Organizations should cultivate humble leaders Humble leaders listen, learn, and cooperate with their colleagues and have an inclusive leadership style that builds trust and respect Organizational success depends on humble managers who boost employee engagement Engaged personnel are more productive, devoted, and driven, improving job performance, customer happiness, and profitability Leaders that value and assist their employees are more likely to stay, minimizing turnover and costs Thus, teaching executives in humility can boost employee engagement and the company's bottom line Second, the mediation model can be used by businesses to encourage humble leadership and create a more secure environment for employees Leaders might benefit from training in areas like active listening, empathy, and vulnerability, among others To make workers feel that their voices are being heard, companies can promote open lines of communication and provide regular feedback methods These real-world applications have the potential to increase employee enthusiasm and output, both of which will benefit the company as a whole 5.3 Limitations and suggestions for further research 39 The impact of humble leadership on employee engagement is investigated through psychological safety and moderator roles of tolerance of ambiguity Although every precaution was taken to ensure the impartiality, reliability, and validity of the study, it is not without limitations, of which future researchers should be aware First, the author collected a small number of respondents (142) due to limited time and resources, so the results may not represent every manufacturing company in Vietnam, or even the majority of Vietnam companies In addition, eventhough the scope of this study to validate the level of humility level of manager in Vietnamese context, the major of manager’s origin is Korean (63,4%) Therefore, the result of level of humility as perception of subordinate mainly reflect to the Korean manager, currently working in Vietnam not Vietnamese manager level of humulity Second, even the tolerance of ambiguity is a well-developed study area, scholars have no agreement on how to define and measure its construct In this research, the author adopt the Tolerance of Ambiguity Scale developed by Herman, Stevens, Bird, Mendehall, Oddou (2010) However, since the author followed the construct of follower’s perception of leader from Owen and Hekman (2012) research, therefore could only utilized questions out of 12 original questions to measure individual level of tolerance of ambiguity During the process of checking the reliability and validity of the factor, tolerance of ambiguity factor could only use items which is TA6 “If given a choice, I will usually visit a foreign country rather than vacation at home” and TA “I would like to live in a foreign country for a while”, which illustrate the challenging perspective dimension that is not fully to the initial propose of the research To address this limitation, future studies might consider another construct of tolerance of ambiguity measurement and theory to examine whether the traits or contextual factor of tolerance of ambiguity benefit the humble leadership or its outcomes Thirdly, despite the convenience of having access to a sample of workers from three manufacturing units, the researcher lacked control over the study conditions and was unable to authenticate the eligibility of the participants for the study It is conceivable that laborers may have misrepresented their employment status, thereby engaging in duplicitous behavior while participating in the research Nevertheless, due to the temporal constraints imposed by the author's collaboration with the factory manager 40 and the daily reports received from the factory, the dissemination of misleading information was effectively curtailed In relation to the concept of measuring humble leadership, the author employed the Likert scale as a means of quantification Notwithstanding, the metrics employed by this scale not truly assess the conduct of a leader, but rather the perception of conduct as reported by followers (i.e., raters) Undoubtedly, the presence of bias stemming from individual differences is a distinct possibility, given that an individual's perception is contingent upon a multitude of criteria that may not be comprehensively addressed in a singular study or investigation In forthcoming research endeavors, it is imperative to disentangle leader behaviors from the perceptions of their behavior by followers (or raters) in order to gain a more comprehensive understanding of this intricate relationship One potential avenue for future inquiry may involve the utilization of content analysis dictionaries in order to assess the humble leadership behaviors exhibited by chief executive officers or other leaders on social media platforms (Matthews, 2022) Moreover, it is imperative to acknowledge that the current state of affairs warrants attention Finally, this study did not quantify the contextual factors surrounding the mediators themselves, nor did it account for individual differences, which may have exerted a significant influence on the observed outcomes The study conducted by Owens and Hekman (2012) delved into the potential consequences linked to their humble leadership model through the examination of contextual factors and personality traits Subsequent research endeavors ought to delve into the intricate interplay between temporal constraints, hierarchical structures, and the proficiency and integrity of a leader, and how these factors collectively impact the observed dynamics Apart from the circumstances explicated by Owens and Hekman, there exist subordinate individual traits that could potentially impact the manner in which followers perceive a leader's humility Diverse factors contribute to these variations, encompassing goal orientation, personality traits, such as openness to experience, and individual requirements, such as the drive to succeed In light of their plausible moderating roles within the extant framework, it is imperative that forthcoming investigations delve into the contextual and individual nuances aforementioned 41 5.4 Conclusion The present investigation lends credence to the supposition that the presence of psychological safety may serve as a mediator in the association between humble leadership and the level of employee engagement the task at hand, one must engage in a process of active participation and focused attention This requires a deliberate and intentional approach to the task, with a clear understanding of the objectives and desired outcomes By adopting a systematic and methodical approach, one can effectively navigate the challenges and complexities inherent in the task, and ultimately achieve success The present study contributes to the expanding body of literature on the nascent concept of humble leadership by elucidating a potential pathway through which leader humility can exert its influence on a 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The mediating role of employee humility Zhu, Avolio, Walumbwa, & management (2009) Moderating role of follower characteristics with transformational leadership and follower work engagement 34(5), 590-619 홍성민 %J The Journals of Economics, & Management (2020) CEO humble leadership and corporate social responsibility: The moderating effect of firm slack 8(2), 27-38 47 APPENDIX A: QUESTIONNAIRES APPENDIX A.1 ONLINE SURVEY [Vietnamese] Xin chào, Tôi Trần Đức Anh, học viên cao học chương trình Thạc sĩ Quản trị Kinh doanh trường Đại học Việt Nhật - Đại học Quốc gia Hà Nội Tôi thực đề tài nghiên cứu ảnh hưởng phong cách lãnh đạo khiêm tốn gắn kết công việc nhân viên Bảng hỏi khảo sát có tổng 27 câu hỏi, dự kiến cần phút để trả lời Rất mong bạn bớt chút thời gian giúp tham gia trả lời bảng hỏi Mọi thông tin bạn cung cấp thông qua bảng hỏi có giá trị bảo mật hoàn toàn !!!! Xin chân thành cảm ơn bạn dành thời gian giúp đỡ tơi hồn thành đề tài nghiên cứu Trân trọng ! Trần Đức Anh Email: 21117009@st.vju.ac.vn Phần I: Thông Tin Chung Xin vui long cho biết thông tin bạn câu hỏi Giới tính:  Nam  Nữ  Khác Nhóm tuổi: Loại hình cơng ty bạn làm việc:  Côg ty cổ phần  Công ty trách nhiệm hữu hạn  Công ty hợp danh  Hợp tác xã 48  Hộ kinh doanh Nhà đầu tư nước ngồi góp vốn vào doanh nghiệp ?  Có  Khơng Cơng ty bạn hoạt động lĩnh vực ?  Sản xuất  May mặc  Tư vấn tuyển dụng  Giáo dục  Nghệ thuật  Khác: Quản lý công ty bạn người nước ?  Anh  Ấn Độ  Hàn Quốc  Nhật Bản  Trung Quốc  Việt Nam  Mỹ  Khác: Phần II: Câu hỏi quản lí bạn Bạn vui lòng trả lời câu hỏi quản lí trực tiếp bạn – Rất không đồng ý - Không đồng ý - Trung lập - Đồng ý - Hoàn toàn đồng ý Các câu hỏi theo trình tự sau Sếp tích cực tìm kiếm thông tin phản hồi Sếp thừa nhận họ khơng biết phải làm việc 49 Sếp thừa nhận người khác có nhiều kiến thức kĩ Sếp phát điểm mạnh nhân viên Sếp thường khen ưu điểm nhân viên Sếp thể đánh giá cao với đóng góp đặc biệt nhân viên Sếp sẵn sàng học hỏi từ nhân viên Sếp cởi mở với ý kiến lời khuyên nhân viên Sếp tránh nơi mà không chia sẻ chung giá trị với họ Sếp vui vẻ với người có khác giá trị với họ Sếp muốn sống quốc gia khác khoảng thời gian Sếp thích gần thứ quen thuộc với họ Sếp thoải mái với tất người Nếu chọn, sếp nghỉ nước ngồi thay nghỉ nước Sếp thích những bữa tiệc mà hầu hết người quen người lạ Phần III: Câu hỏi khảo sát môi trường làm việc bạn Bạn vui lòng cho ý kiến đánh giá mục – Rất không đồng ý - Không đồng ý - Trung lập - Đồng ý - Hoàn toàn đồng ý Các câu hỏi theo trình tự sau Nếu bạn mắc lỗi nhóm, lỗi thường dùng để đánh giá bạn 50 Các nhân viên nhóm nêu vấn đề khó giải Mọi người nhóm từ chối người khác khác biệt với họ Trong nhóm bạn làm việc rủi ro, bạn khơng bị truy cứu trách nhiệm Rất khó để nhờ nhân viên khác giúp đỡ Khơng nhóm cố tình đánh giá thấp cố gắng bạn Làm việc với đồng nghiệp, kĩ tài bạn đánh giá cao sử dụng tối đa Tơi thực "chìm đắm" vào cơng việc Đơi tơi làm việc đến mức quên thời gian Tôi nghĩ đến việc khác làm công việc Công việc hút, tơi u thích cơng việc Tôi làm việc hăng hái Phần IV: Bảng hỏi phong cách lãnh đạo công ty Câu trả lời bạn ghi lại 51