Humble leadership and creativity in SMEs: A pathway to achieve SDG 8 and SDG 9 in the industry 4.0 era

Fang He; Rana Tahir Naveed; Muhammad Adnan; Volkan Çakir; Warda Naseem; Saqib Muneer

doi:10.1016/j.actpsy.2025.104972

Humble leadership and creativity in SMEs: A pathway to achieve SDG 8 and SDG 9 in the industry 4.0 era

Fang He, Rana Tahir Naveed, Muhammad Adnan, Volkan Çakir, Warda Naseem, Saqib Muneer

Research output: Contribution to journal › Article › peer-review

Abstract

The research explores how SME employee creativity develops under humble leadership (HL) in the context of Industry 4.0. This research applies the Job Demands-Resources theory to study direct HL effects on creativity and examine indirect relationships through employee vitality and peer support as well as the moderating impact of polychronicity. The research data shows that HL creates creativity directly and indirectly through employee vitality and peer support among 418 UK-based SME employees and supervisors, as analyzed through structural equation modeling. Moreover, the study demonstrates these effects increase when employees show polychronicity. The effects become stronger for people who possess effective multitasking abilities. The research presents practical guidelines to SME leaders demonstrating that leadership approaches based on employee welfare and teamwork.

Original language	English
Article number	104972
Journal	Acta Psychologica
Volume	255
DOIs	https://doi.org/10.1016/j.actpsy.2025.104972
Publication status	Published (VoR) - 6 Apr 2025

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10.1016/j.actpsy.2025.104972Licence: CC BY

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abstract = "The research explores how SME employee creativity develops under humble leadership (HL) in the context of Industry 4.0. This research applies the Job Demands-Resources theory to study direct HL effects on creativity and examine indirect relationships through employee vitality and peer support as well as the moderating impact of polychronicity. The research data shows that HL creates creativity directly and indirectly through employee vitality and peer support among 418 UK-based SME employees and supervisors, as analyzed through structural equation modeling. Moreover, the study demonstrates these effects increase when employees show polychronicity. The effects become stronger for people who possess effective multitasking abilities. The research presents practical guidelines to SME leaders demonstrating that leadership approaches based on employee welfare and teamwork.",

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AU - Adnan, Muhammad

AU - Çakir, Volkan

AU - Naseem, Warda

AU - Muneer, Saqib

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N2 - The research explores how SME employee creativity develops under humble leadership (HL) in the context of Industry 4.0. This research applies the Job Demands-Resources theory to study direct HL effects on creativity and examine indirect relationships through employee vitality and peer support as well as the moderating impact of polychronicity. The research data shows that HL creates creativity directly and indirectly through employee vitality and peer support among 418 UK-based SME employees and supervisors, as analyzed through structural equation modeling. Moreover, the study demonstrates these effects increase when employees show polychronicity. The effects become stronger for people who possess effective multitasking abilities. The research presents practical guidelines to SME leaders demonstrating that leadership approaches based on employee welfare and teamwork.

AB - The research explores how SME employee creativity develops under humble leadership (HL) in the context of Industry 4.0. This research applies the Job Demands-Resources theory to study direct HL effects on creativity and examine indirect relationships through employee vitality and peer support as well as the moderating impact of polychronicity. The research data shows that HL creates creativity directly and indirectly through employee vitality and peer support among 418 UK-based SME employees and supervisors, as analyzed through structural equation modeling. Moreover, the study demonstrates these effects increase when employees show polychronicity. The effects become stronger for people who possess effective multitasking abilities. The research presents practical guidelines to SME leaders demonstrating that leadership approaches based on employee welfare and teamwork.

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DO - 10.1016/j.actpsy.2025.104972

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JO - Acta Psychologica

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Humble leadership and creativity in SMEs: A pathway to achieve SDG 8 and SDG 9 in the industry 4.0 era

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