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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
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
