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Abstract

Despite the attitudinal and behavioral outcomes of organization inclusion climate that have been studied generally, leader humility as antecedent is relatively ignored in research. This paper investigated leader humility as a precursor of dehumanization and its direct and indirect impact on work engagement and constructive voice in telecommunication sector. Data was collected from 380 respondents working in telecom sector via self-administrated questionnaires at one point in time. Data was analyzed for hypothesized direct and indirect relationships through SPSS 25 and the PROCESS Macros Model 4. The results showed that leader humility increases employee work engagement and constructive voice through organization inclusion climate. Implications for research and practice in telecom are discussed.