The Perceived Impact of Leaders’ Humility on Team Effectiveness: an Empirical Study

Arménio Rego (), Miguel Pina e. Cunha () and Ace Volkmann Simpson ()
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Arménio Rego: Universidade de Aveiro
Miguel Pina e. Cunha: Universidade Nova de Lisboa
Ace Volkmann Simpson: University of Technology

Journal of Business Ethics, 2018, vol. 148, issue 1, No 13, 205-218

Abstract: 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.

Keywords: Balanced processing; Leader humility; Leaders’ perceived impact on team effectiveness (search for similar items in EconPapers)
Date: 2018
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Citations: View citations in EconPapers (11)

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DOI: 10.1007/s10551-015-3008-3

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