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

Journal of Business Ethics 148 (1):205-218 (2018)
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Abstract

We assess the perceived impact of leaders’ humility on team effectiveness, and how this relationship is mediated by balanced processing of information. Ninety-six leaders participate in the study. The findings suggest that humility in leaders is indirectly related to leaders’ perceived impact on team effectiveness. The study also corroborates literature pointing out the benefits of using other-reports to measure humility, and suggests adding humility to the authentic leadership research agenda.

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