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

Publication Type:
Journal Article
Journal of Business Ethics, 2018, 148 (1), pp. 205 - 218
Issue Date:
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© 2016, Springer Science+Business Media Dordrecht. 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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