Document Type
Dissertation
Degree
Doctor of Business Administration
Major
Business Administration
Date of Defense
11-10-2025
Graduate Advisor
Ekin K. Pellegrini, Ph.D.
Committee
Stephanie Merritt, Ph.D.
Lei Xu, Ph.D.
Abstract
This study examined the mediating role of leader-member exchange (LMX) and mentoring in the relationship between leader-expressed humility and employee career adaptability, and the moderating impact of an internal talent mobility program (ITM). The theoretical basis for the research was social learning theory and social exchange theory. Data were collected from employees across multiple organizations in the U.S. Results showed that leader-expressed humility was positively related to LMX, which in turn enhanced mentoring, and mentoring was positively associated with employee career adaptability. The moderating effect of ITM on the mentoring-employee career adaptability relationship was significant, suggesting that a comprehensive internal talent mobility program may amplify the positive impact of mentoring on cultivating employee career adaptability. This study demonstrated the positive influence of humble leadership, LMX, and mentoring on employee career adaptability which is critical to organizations as the workplace is continuously evolving. Further, results suggest that organizations must strategically prioritize talent management through internal talent management platforms. Implications for future research and practice are discussed.
Recommended Citation
Murray, Elizabeth Michelle, "An Empirical Examination of Humble Leadership and Employee Career Adaptability" (2025). Dissertations. 1569.
https://irl.umsl.edu/dissertation/1569