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

Rego, A; Cunha, MPE; Simpson, AV

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

Rego, A Cunha, MPE Simpson, AV

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Publication Type:: Journal Article
Citation:: Journal of Business Ethics, 2018, 148 (1), pp. 205 - 218
Issue Date:: 2018-03-01

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Field	Value	Language
dc.contributor.author	Rego, A	en_US
dc.contributor.author	Cunha, MPE	en_US
dc.contributor.author	Simpson, AV https://orcid.org/0000-0002-7768-328X	en_US
dc.date.available	2015-12-23	en_US
dc.date.issued	2018-03-01	en_US
dc.identifier.citation	Journal of Business Ethics, 2018, 148 (1), pp. 205 - 218	en_US
dc.identifier.issn	0167-4544	en_US
dc.identifier.uri	http://hdl.handle.net/10453/65413
dc.description.abstract	© 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.	en_US
dc.relation.ispartof	Journal of Business Ethics	en_US
dc.relation.isbasedon	10.1007/s10551-015-3008-3	en_US
dc.subject.classification	Applied Ethics	en_US
dc.title	The Perceived Impact of Leaders’ Humility on Team Effectiveness: an Empirical Study	en_US
dc.type	Journal Article
utslib.citation.volume	1	en_US
utslib.citation.volume	148	en_US
utslib.for	1503 Business and Management	en_US
utslib.for	1505 Marketing	en_US
utslib.for	2201 Applied Ethics	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
pubs.organisational-group	/University of Technology Sydney/Faculty of Business/Management Discipline
utslib.copyright.status	open_access
pubs.issue	1	en_US
pubs.publication-status	Published	en_US
pubs.volume	148	en_US

Abstract:

© 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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http://hdl.handle.net/10453/65413