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Journal of Business Ethics

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30.01.2016

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

verfasst von: Arménio Rego, Miguel Pina e. Cunha, Ace Volkmann Simpson

Erschienen in: Journal of Business Ethics | Ausgabe 1/2018

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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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Some of these data are used in another paper that reports other independent and mediating variables.

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Titel: The Perceived Impact of Leaders’ Humility on Team Effectiveness: an Empirical Study
verfasst von: Arménio Rego
Miguel Pina e. Cunha
Ace Volkmann Simpson
Publikationsdatum: 30.01.2016
Verlag: Springer Netherlands
Erschienen in: Journal of Business Ethics / Ausgabe 1/2018
Print ISSN: 0167-4544
Elektronische ISSN: 1573-0697
DOI: https://doi.org/10.1007/s10551-015-3008-3

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