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Advisor(s)
Abstract(s)
We assess the perceived impact of leaders’ humility (both self and other-reported) on team effectiveness, and how this relationship is mediated by balanced processing of information. Ninety-six leaders (plus 307 subordinates, 96 supervisors, and 656 peers of those leaders) participate in the study. The findings suggest that humility in leaders (as reported by others/peers) is indirectly (i.e., through balanced processing) related to leaders’ perceived impact on team effectiveness. The study also corroborates literature pointing out the benefits of using other-reports (rather than self-reports) to measure humility, and suggests adding humility to the authentic leadership research agenda.
Description
Keywords
Balanced processing Leader humility Leaders’ perceived impact on team effectiveness
Pedagogical Context
Citation
Rego, A., Cunha, M. P., & Simpson, A. (2018). The perceived impact of leaders’ humility on team effectiveness: An empirical study. Journal of Business Ethics, 148(1), 205-218