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Table 4 Results from HLM analysis—Moderating effects

From: More humility, less counterproductive work behaviors? The role of interpersonal justice and trust

VariablesInterpersonal justiceTrust in supervisor
M5M6M9M10M7M8M11M12
Intercept4.82**4.83**4.83**4.83**4.47**4.47**4.47**4.47**
Level 1
 Follower age−0.01−0.01−0.01−0.01−0.010.010.010.01
 Follower gender−0.070.010.01−0.01−0.050.030.030.04
 Follower education0.010.020.020.02−0.05−0.03−0.03− 0.03
 Leader humility 0.49**0.49**0.50** 0.67**0.66**0.67**
Level 2
 Leader age0.01*0.02*0.01*0.02*0.010.010.010.01
 Leader gender−0.02−0.010.01−0.010.170.120.140.14
 Leader education0.10+0.090.090.090.01−0.02−0.02−0.01
 Companies0.31**0.28**0.27*0.27**0.210.140.140.15
 Leader political skill  0.050.07  0.060.09
Cross-level interaction variables
 Leader humility×Leader political skill   0.20**   0.26**
Variance
σ20.500.360.360.350.690.410.410.41
τ000.04+0.07**0.07**0.07**0.11*0.18**0.18**0.18**
τ11  0.010.01  0.020.01
R2
R2level-1 0.28   0.41  
R2level-2 intercept  0.02   0.01 
R2level-2 interactional effect   0.18   0.50
  1. Notes. N(level1) = 273, N (level2) = 55; +p < 0.10, *p < 0.05, **p < 0.01; R2level-1 = (σ2 of step I–σ2 of step II)/ σ2 of step I; R2level-2 intercept = (τ00 of step I–τ00 of step III)/ τ00 of step I; R2level-2 interactional effect = (τ11 of step III–τ11 of step IV)/ τ11 of step III