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Based on the social information processing theory, the present takes paired data of 512 employees and their immediate supervisors in 139 R&D teams as a sample, which aims to examine the influence and mechanisms of humble leadership on the R&D team innovation performance. The results show as follows: humble leadership has a significant positive effect on team psychological safety; team psychological safety partial mediates the relationship between humble leadership and R&D team innovation performance; task interdependence moderates the positive effect of the humble leadership on R&D team innovation performance via team psychological safety. That is, when the task interdependence is high, the positive indirect effect was stronger than the condition when the task interdependence was low.

Research on the Impacts of Humble Leadership on R&D Team Innovation Performance based on the Social Information Processing Perspective