TY - JOUR
T1 - The perceived impact of leaders’ humility on team effectiveness
T2 - an empirical study
AU - Rego, Arménio
AU - Cunha, Miguel Pina e
AU - Simpson, Ace Volkmann
N1 - Accepted/In press 30 Jan 2016
PY - 2018/3/1
Y1 - 2018/3/1
N2 - 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.
AB - 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.
KW - Balanced processing
KW - Leader humility
KW - Leaders’ perceived impact on team effectiveness
UR - http://www.scopus.com/inward/record.url?scp=85021770637&partnerID=8YFLogxK
U2 - 10.1007/s10551-015-3008-3
DO - 10.1007/s10551-015-3008-3
M3 - Article
AN - SCOPUS:85021770637
SN - 0167-4544
VL - 148
SP - 205
EP - 218
JO - Journal of Business Ethics
JF - Journal of Business Ethics
IS - 1
ER -