Abstract
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.
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Notes
Some of these data are used in another paper that reports other independent and mediating variables.
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Rego, A., Cunha, M.P.e. & Simpson, A.V. The Perceived Impact of Leaders’ Humility on Team Effectiveness: an Empirical Study. J Bus Ethics 148, 205–218 (2018). https://doi.org/10.1007/s10551-015-3008-3
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DOI: https://doi.org/10.1007/s10551-015-3008-3