Impact of Humble Leadership Behaviours of Hospital Leaders on The Innovation Performance and Work Engagement of Employees

Abstract

Currently, the medical environment of hospitals is in a constant state of change, with the advancement of medical and healthcare system reforms. The organizational environment of hospitals is also becoming more and more dynamic, uncertain, and unpredictable. Relying only on the experience and knowledge of hospital administrators is no longer sufficient, necessitating employee participation. Vital to this is the provision of opportunities enabling employees to boost their motivation levels and encourage innovative practices. Four scales - leadership humility, innovation performance, psychological capital and job involvement - organize and design a questionnaire in this paper. Statistical methods are utilized to scrutinize and validate questionnaire data for quantitative research. This paper examines the factors that influence employees' innovative performance and work engagement. The aim is to identify ways in which the humble behaviour of hospital leaders can contribute concretely to enhance employees' work initiative and performance, thereby providing a substantive basis for better functioning of hospital departments.