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

Frontiers of Business Research in China

Table 4 Results from HLM analysis—Moderating effects

Variables	Interpersonal justice				Trust in supervisor
Variables	M5	M6	M9	M10	M7	M8	M11	M12
Intercept	4.82^**	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	−0.01	0.01	0.01	0.01
Follower gender	−0.07	0.01	0.01	−0.01	−0.05	0.03	0.03	0.04
Follower education	0.01	0.02	0.02	0.02	−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 age	0.01^*	0.02^*	0.01^*	0.02^*	0.01	0.01	0.01	0.01
Leader gender	−0.02	−0.01	0.01	−0.01	0.17	0.12	0.14	0.14
Leader education	0.10⁺	0.09	0.09	0.09	0.01	−0.02	−0.02	−0.01
Companies	0.31^**	0.28^**	0.27^*	0.27^**	0.21	0.14	0.14	0.15
Leader political skill			0.05	0.07			0.06	0.09
Cross-level interaction variables
Leader humility×Leader political skill				0.20^**				0.26^**
Variance
σ²	0.50	0.36	0.36	0.35	0.69	0.41	0.41	0.41
τ₀₀	0.04⁺	0.07^**	0.07^**	0.07^**	0.11^*	0.18^**	0.18^**	0.18^**
τ₁₁			0.01	0.01			0.02	0.01
R²
R²_level-1		0.28				0.41
R²_{level-2 intercept}			0.02				0.01
R²_{level-2 interactional effect}				0.18				0.50

Notes. N(level1) = 273, N (level2) = 55; +p < 0.10, *p < 0.05, **p < 0.01; R²_level-1 = (σ² of step I–σ² of step II)/ σ² of step I; R²_{level-2 intercept} = (τ₀₀ of step I–τ₀₀ of step III)/ τ₀₀ of step I; R²_{level-2 interactional effect} = (τ₁₁ of step III–τ₁₁ of step IV)/ τ₁₁ of step III