Can Humble Leaders Get Results? The Indirect and Contextual Influences of Skip-Level Leaders

Peng, Ann C.; Wang, Biying; Schaubroeck, John; Gao, Riguang

doi:10.1177/1548051820952402

Cited by 11 publications

(19 citation statements)

References 58 publications

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“…Leaders, especially immediate leaders, act as an important stimulus for influencing followers' behaviors (Kelly, 1979;Rempel et al, 1985) through practicing different employee-centric behaviors. Thus, based on the SET (Blau, 1964) and the emerging LH literature (Owens and Hekman, 2012;Yuan et al, 2018;Peng et al, 2020;Cortes-Mejia et al, 2021;Liu et al, 2021), we suggest that LH can provide positive signals to followers that lead to higher TE. The theoretical model is shown in Figure 1.…”

Section: Introductionmentioning

confidence: 57%

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Leader humility and team effectiveness: a moderated mediation model of leader-member exchange and employee satisfaction

Sheikh

2022

EBHRM

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PurposeThis research study examines the impact of leader humility (LH) on team effectiveness (TE) via the mediating mechanism of leader-member exchange (LMX). It also proposes employee satisfaction (ES) as a moderating variable in the relationship between LH and TE.Design/methodology/approachThis study examines relationships among the study variables in the Indian context, using a sample of 589 employees serving the banking sector in Jammu and Kashmir, India. The data analysis was carried out via confirmatory factor analysis and structural equation modeling.FindingsThe results showed a significant positive influence of LH on TE. The results also posit a partial mediating effect of LMX on LH and TE interplay, and ES acts as a moderator between LH and TE. Thus, the results supported the hypothesized moderated mediation model and suggested implications for theory and practice. Further, the potential limitations and future directions are placed at the end.Research limitations/implicationsOrganizational implications include that organizations should develop attractive organizational mechanisms to ensure better LMX and ES for enhancing employee effectiveness. Besides, organizations should attract and retain effective and humble leaders; and leaders should use humble attitude and behavior in dealing with employees, eventually ensuring higher TE.Originality/valueThis study tested LMX and job satisfaction as intervening variables in the relationship between LH and TE in the Indian context; the framework under context has received scarce research attention. The results suggest that organizations that focus on producing humble leaders succeed in enhancing and maintaining higher organizational effectiveness.

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Section: Introductionmentioning

confidence: 57%

“…Thus, based on the SET (Blau, 1964) and the emerging LH literature (Owens and Hekman, 2012; Yuan et al. , 2018; Peng et al. , 2020; Cortes-Mejia et al.…”

Section: Introductionmentioning

confidence: 99%

Leader humility and team effectiveness: a moderated mediation model of leader-member exchange and employee satisfaction

Sheikh

2022

EBHRM

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“…The study also advanced in the decoding of an abstract concept, as it presented the shared behaviors of humility in a more tangible spectrum, capable of being trained, developed and fostered within the organization. Organizations that echo the assumptions of humility to their members develop a culture in which the internalization of this value is identified in their daily practices (Argandona, 2015; Nielsen et al., 2010), and in their performance (Peng et al., 2020).…”

Section: Discussionmentioning

confidence: 99%

“…The leader's humble behavior can expand via social contagion to the team (Owens & Hekman, 2016), promoting information sharing and joint decision‐making (Ou et al., 2018), in addition to a more constructive organizational climate, and teamwork (Ali et al., 2020; Wang et al., 2022). The leader's manifest humility fosters humble behavior in teams, with an effect on team performance (Peng et al., 2020). Employees who express genuine humble behavior are considered more competent and trustworthy within teams (Yang et al., 2019), as they are not driven by self‐satisfaction, but by the desire to achieve an ideal of excellence, diverting attention from themselves to a greater project (Argandona, 2015).…”

Section: Introductionmentioning

confidence: 99%

How to infuse an organizational culture with humility: A study of humble behaviors and practices

2022

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In order to analyze the role of humility in organizational culture, in this work, companies that formally declared humility as a value on their home pages were chosen, as to understand the internalization of this value in their practices and behaviors. The research adopted a descriptive‐analytical design with a qualitative approach, and in addition to secondary data referring to the organizational profile, fourteen semi‐structured interviews were analyzed with the decision‐making elite of the seven chosen organizations, based on theoretical‐deductive categories of the construct identified in the organizational literature. The study identified that the value of humility is effectively present in behaviors and practices of these organizations, which develop a culture of humility in their daily lives. The main results indicate that the internalized value of humility is associated with (i) shared behaviors; (ii) clear self‐assessment of strengths and weaknesses; (iii) culture of innovation; (iv) awareness of their own limitations; (v) support for third‐party contributions and feedback practices (vi) employee learning; (vii) culture of praise. The results reinforced the main categories and constructs for a Humble Organizational Culture (HOC) Model, opening opportunities for future research that explore the elaboration of cultural maturity diagnoses and humility measurement instruments in the organizational field.

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“…We add to the team turnover literature (Hausknecht & Trevor, 2011; Heavey et al, 2013) by clarifying the co‐development of leaders and members to predict team turnover and revealing the process of how leaders impact team turnover through team helping behaviors. More importantly, although there is existing research on leader humility and team outcomes (e.g., Chiu et al, 2016; Owens & Hekman, 2016; Peng et al, 2020; Rego et al, 2019; Wang et al, 2020), few has used a longitudinal design and repeatedly measured leader humility and its outcomes across time. Our study provides an important empirical contribution to the humility literature and offers a strong examination on the effects of leader humility on subsequent team outcomes by controlling for previous levels of humility in a cross‐lagged model.…”

Section: Discussionmentioning

confidence: 99%

Top‐down and bottom‐up: Examining reciprocal relationships between leader humility and team helping behavior

et al. 2022

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Based on social exchange theory, we develop and test a longitudinal model in which leaders' expressed humility and team members' helping behavior reciprocally influence each other over time and ultimately predict subsequent team performance and turnover. Using multisource, 3-wave repeated measures data from 281 work teams, our cross-lagged panel modeling results supported the hypotheses. We found that leader humility increased subsequent team helping behavior, and team helping behavior also promoted leader humility at a later time. As compared with leader humility, team helping behavior is a more proximal predictor of team performance and reduced team turnover rate. We found that leader humility has indirect effects on team performance and team turnover through the mediating role of team helping behavior. These findings shed new light on how leaders and teams can develop through their respective humble and helping behaviors, and how this reciprocal relationship ultimately enhances team effectiveness and helps reduce turnover of team members.

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Can Humble Leaders Get Results? The Indirect and Contextual Influences of Skip-Level Leaders

Cited by 11 publications

References 58 publications

Leader humility and team effectiveness: a moderated mediation model of leader-member exchange and employee satisfaction

Leader humility and team effectiveness: a moderated mediation model of leader-member exchange and employee satisfaction

How to infuse an organizational culture with humility: A study of humble behaviors and practices

Top‐down and bottom‐up: Examining reciprocal relationships between leader humility and team helping behavior

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