The Mediation impact of Psychological Empowerment on Humble Leadership and Employees’ Proactive Behavior in 7 Days Inn Hotel Chain in China

Abstract

Modelling humble behaviours, encouraging feedback, and respecting employees' ideas are all ways in which humble leadership, a style that centres on humility, self-reflection, and openness—creates a trusting and cooperative work atmosphere. This thesis seeks to delve deeply into the connection between modest leadership, psychological empowerment, and proactive employee behaviour. It offers operational management suggestions for improving organizational performance and employee motivation, as well as new theoretical perspectives for management practices in organizations. With the help of human resource-related organizations in each region, 550 online questionnaires were sent out to employees of 7 Days Inn chain hotels in major cities like Beijing, Shanghai, Guangzhou, and Shenzhen. A total of 477 valid questionnaires were recovered, yielding an 86.72% valid recovery rate. The data was analysed statistically using SPSS27.0 and AMOS28.0. The results of the structural equation modelling path analysis indicate that, in the context of humble leadership, the following leadership traits significantly impact psychological empowerment: self-awareness, openness to feedback, appreciation of others, and psychological empowerment. What's more, these traits significantly influence proactive behaviour. Psychological empowerment moderated the relationship between self-awareness, feedback openness, and appreciation of others and proactive behaviour, according to the analysis of the mediation effect. The following results were obtained from the analyses of moderating effects: Within the context of this study, we find that self-awareness, openness to feedback, and appreciation of others all have an impact on proactive behaviour; however, conscientiousness acts as a moderator in the relationships between these three variables.