HUMBLE LEADERSHIP AND INNOVATION IN IT: A CONCEPTUAL FRAMEWORK OF MEDIATING AND MODERATING MECHANISMS

In today’s dynamic and knowledge-intensive IT industry, fostering innovation is critical to maintaining competitive advantage. While prior research has examined transformational and servant leadership in promoting innovative work behavior (IWB), the role of humble leadership remains has not been sufficiently theorized in IT-specific context. This conceptual paper develops a theoretical model to explain how humble leadership fosters IWB by enhancing psychological safety and team information sharing, with the moderating influence of organizational support. Grounded in Social Exchange Theory, Leader-Member Exchange (LMX) theory, and Uncertainty Management Theory, the proposed model identifies two key mediators and a contextual moderator that jointly shape the leadership– innovation relationship. Specifically, the model posits that humble leaders—through self-awareness, appreciation of others, and openness to feedback—promote a psychologically safe environment and facilitate knowledge exchange, which in turn stimulate innovative behaviors. Furthermore, the presence of strong organizational support is expected to strengthen these indirect effects. This study contributes to leadership and innovation literature by clarifying the mechanisms and boundary conditions through which humble leadership influences innovation in IT contexts. Practical implications suggest that IT organizations should invest in cultivating humble leadership and aligning support systems to foster a climate conducive to innovation.