This quantitative study empirically analyzes the relation between leader humility and innovative behavior by assessing the moderating role of intrapreneurial personality. Cross-sectional data were collected from 498 respondents in Karachi, Pakistan. The study has two purposes. First, on the basis of signaling theory, it investigates the relation between leader behavior (humility) and innovative behavior (at the individual level). Second, on the basis of personality and individual differences it considers follower effects to investigate whether the intrapreneurial personalities of subordinates moderates this relationship, using a PROCESS macro to test two-way interactions. Empirical assessments of the hypotheses show that intrapreneurial personality plays a distinct moderating role between leader humility and innovative behavior. The results of the study have significant implications and open up several avenues for future research.
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