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

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

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Authors and Affiliations

  1. Universidade de Aveiro, Aveiro, Portugal

    Arménio Rego

  2. Instituto Universitário de Lisboa (ISCTE-IUL), Business Research Unit, Lisbon, Portugal

    Arménio Rego

  3. Nova School of Business and Economics, Universidade Nova de Lisboa, Lisbon, Portugal

    Miguel Pina e. Cunha

  4. UTS Business School, University of Technology, Sydney, Australia

    Ace Volkmann Simpson

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  1. Arménio Rego
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  2. Miguel Pina e. Cunha
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  3. Ace Volkmann Simpson
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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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