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Leader humility and team performance: exploring the mechanisms of team psychological capital and task allocation effectiveness

Publication . Rego, Armênio; Owens, Bradley; Yam, Kai Chi; Bluhm, Dustin; Cunha, Miguel Pina e; Silard, Anthony; Gonçalves, Lurdes; Martins, Mafalda; Simpson, Ace Volkmann; Liu, Wenxing

Although there is a growing interest toward the topic of leader humility, extant research has largely failed to consider the underlying mechanisms through which leader humility influences team outcomes. In this research, we integrate the emerging literature of leader humility and social information processing theory to theorize how leader humility facilitates the development of collective team psychological capital, leading to higher team task allocation effectiveness and team performance. While Owens and Hekman (2016) suggest that leader humility has homogeneous effects on followers, we propose a potential heterogeneous effect based on the complementarity literature (e.g., Tiedens, Unzueta, & Young, 2007) and the principle of equifinality (leaders may influence team outcomes through multiple pathways; Morgeson, DeRue, & Karam, 2010). In three studies conducted in China, Singapore, and Portugal, including an experiment, a multisource field study, and a three-wave multisource field study, we find support for our hypotheses that leader humility enhances team performance serially through increased team psychological capital and team task allocation effectiveness. We discuss the theoretical implications of our work to the leader humility, psychological capital, and team effectiveness literatures; and offer suggestions for future research.

2017Journal article

Open access

Attitudes and HRM decisions toward older workers in Africa: exploring contradictions through an empirical study

Publication . Rego, Arménio; Vitória, Andreia; Ribeiro, Tânia; Ribeiro, Leonor; Lourenço-Gil, Rui; Leal, Susana; Cunha, Miguel Pina e

We explored the attitudes toward older workers of African versus Portuguese managers, and how these managers make HRM decisions in scenarios involving younger versus older workers. To make cultural, social, and institutional explanations more robust, we also included two samples of students attending Portuguese universities: one sample comprising African students, the other comprising Portuguese ones. The main findings were: (a) a three-factor model (conscientiousness and performance; social capital and generosity; adaptability) of attitudes toward older workers emerged as satisfactory across the four samples; (b) in comparison with the Portuguese participants, African individuals expressed more positive attitudes toward older workers while, at the same time, discriminated against older workers more; (c) the findings were almost identical for both managers and students. Although African individuals showed more positive attitudes toward older workers than did the Portuguese, they made more discriminatory decisions in the HRM scenarios. We suggest that this contradiction may emerge from dualities characterizing Africa.

2022-02-04Journal article

Open access

How leader humility helps teams to be humbler, psychologically stronger, and more effective: a moderated mediation model

Publication . Rego, Arménio; Owens, Bradley; Leal, Susana; Melo, Ana I.; Cunha, Miguel Pina e; Gonçalves, Lurdes; Ribeiro, Paula

We hypothesize that (a) the level of humility expressed by leaders predicts team performance through, serially, team humility and team PsyCap, and (b) the strength (i.e., consensus within the team) of the leader humility, team humility and team PsyCap moderates the paths of that hypothesized model. A sample comprising 82 teams (82 leaders; 332 team members) was collected. Team members reported leader humility, team humility and team PsyCap. Leaders reported team performance. To handle the risks of common method bias, each mediating path of the hypothesized model is based on data from two different subsamples within each team. Our model's most novel theoretical contribution is the (moderated mediated) connection between leader humility, collective humility, and team PsyCap, and this was consistently supported in our data. Our inconsistent findings dealing with the relationship between team PsyCap and performance is well established in the literature and our results in both sub-samples were in the theorized direction. The study contributes to understand why, how and when humble leaders are more effective.

2017Journal article

Restricted access

"Heaven or Las Vegas": competing institutional logics and individual experience

Publication . Cunha, Miguel Pina e; Giustiniano, Luca; Rego, Arménio; Clegg, Stewart

Significant research has been dedicated to the study of the dual constitutive core at the field and organizational levels but less attention has been paid to the micro-dimensions of the collision of competing logics, namely in terms of how individuals experience and navigate through them and how that influences organizational ethos and strategy. We study how one individual, founder of the organization behind the independent music label 4AD, made sense and lived through the fundamental clash of two logics: 'music as art' and 'music as business'. We analyse how the personal struggles of the founder allowed the construction and maintenance of a strong, solid and continued organizational identity for 4AD. We uncover four factors accounting for the protection of 4AD's sustained artistic integrity in face of a transforming industry.

2019Journal article

Restricted access

Stewardship as process: a paradox perspective

Publication . Cunha, Miguel Pina e; Rego, Arménio; Clegg, Stewart; Jarvis, Walter P.

Long-term stewardship is usually represented as a stable structural condition and portrayed as a source of competitive advantage to firms (including family businesses) that use it as a mode of governance. Less is known about how organizations engage with stewardship as a process. We embrace a process approach to report a case study about the unfolding of stewardship in a multi-business family group. We conclude that stewardship is a process marked by critical tensions and paradoxes; by exploring the nature of these we uncover further dimensions and responses to the paradoxes of stewardship.

2020Journal article

Restricted access