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AbstractHumility is crucial for public sector leaders as it enables them to recognise their inadequacies and acknowledge others' competencies in complex external environments. Despite its benefits, our knowledge of the influence of leader humility in the public sector remains limited. This study provides insights into how and when leader humility influences employee performance in public sectors. Based on Self‐Determination Theory, this article posits that leader humility enhances the leader's perception of employee performance by promoting intrinsic motivation. Moreover, drawing on Dominance Complementarity Theory, it is revealed that the above effect is stronger when the employee has a highly proactive personality. To assess the mechanism and boundary condition of leader humility on the perception of employee performance, our study uses a two‐wave multi‐source survey of 136 leader–employee dyads amongst public sector workers located in north‐eastern China. The results are consistent with our theoretical predictions. We discuss implications for understanding how public leader humility influences employees' motivation and subsequent performance, and how a leader's character and an employee's personality may enhance desirable outcomes.Points for practitioners
Humble public leaders can satisfy their followers' basic self‐determining psychological needs and improve followers' intrinsic motivations.
Since humble public leaders care more about others and can minimise the effect of leader–follower power imbalances, facilitate frequent interactions, and spotlight followers' unique abilities, they tend to enhance the followers' job performance through their increased intrinsic motivation.
Humble public leaders are non‐hierarchical and power equalising. They could positively interact with proactive followers who tend to take the initiative to get things done. The interaction facilitates followers' higher intrinsic motivation and job performance.

Purpose: This study aims to develop and validate a self-assessment instrument for the cultural competence of social workers, namely, the Social Work Cultural Competencies Self-Assessment Instrument (SWCCSA), in mainland China. Method: Quota sampling was used to validate the Chinese version of the instrument. Data were collected from 1,000 social workers and students in mainland China to test the reliability and validity of the translated SWCCSA. Results: The Chinese version of SWCCSA was finalized with three-factor dimensions with 21 items after exploratory factor analysis and confirmatory factor analysis. The assessment presented good factorial validity and reliability. Discussion: The revised three-factor dimensional Chinese version of SWCCSA developed by this study is a reliable and valid measurement instrument for future assessment of social work practitioners' and students' cultural competence in China.

The innovation and development practices of the pharmaceutical industry are of great importance for the continual enhancement of public health. Industrial clusters are one of the important means by which the pharmaceutical industry can be transformed and developed, but there is a lack of research on the evolutionary path and development innovation of pharmaceutical industrial clusters. As a country with a major pharmaceutical industry, the transformation and development path of traditional pharmaceutical industrial clusters in China has important reference value for the sustainable development of the global pharmaceutical industry. Through an analysis of the evolution of traditional pharmaceutical industrial clusters in Shijiazhuang, this study explores the law of the dynamic evolution of pharmaceutical industrial clusters and the associated mechanisms. Specifically, we conclude that the evolutionary path of traditional pharmaceutical industrial clusters can be divided into the government-led pharmaceutical industrial cluster start-up stage, the government-guided pharmaceutical industrial cluster development stage, and the government-served pharmaceutical industrial cluster transformation stage. The operating mechanisms include a self-organization mechanism, an innovation-driven mechanism, and an outward associated mechanism, each of which plays different roles in the different stages of the dynamic evolution of the cluster, and the synergistic operation of the three mechanisms forms an important basis for the evolution of pharmaceutical industrial clusters. We found that the innovation development of traditional pharmaceutical industrial clusters is influenced by the synergy of the self-organization, innovation-driven, and outward associated mechanisms. The self-organization mechanism is a necessary condition for pharmaceutical industrial clusters to realize the transition from disorder to order. The innovation-driven mechanism is the core driving force for the innovative development of pharmaceutical ...