Rego, ArménioCunha, Miguel Pina eSimpson, Ace Volkmann2019-02-012019-02-012018Rego, 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), 205-2180167-4544http://hdl.handle.net/10400.14/26800We 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.engBalanced processingLeader humilityLeaders’ perceived impact on team effectivenessjournal article10.1007/s10551-015-3008-31573-0697WOS:000426864000013