The perceived impact of leaders’ humility on team effectiveness: an empirical study
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....
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| Outros Autores: | , |
| Formato: | article |
| Idioma: | eng |
| Publicado em: |
2019
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| Assuntos: | |
| Texto completo: | http://hdl.handle.net/10071/18009 |
| País: | Portugal |
| Oai: | oai:repositorio.iscte-iul.pt:10071/18009 |
| Resumo: | 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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