Sharing Strategic Decisions: CEO Humility, TMT Decentralization, and Ethical Culture

Cortés-Mejía, Sebastián; Cortes, Andres Felipe; Herrmann, Pol

doi:10.1007/s10551-021-04766-8

Cited by 25 publications

(13 citation statements)

References 145 publications

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“…Relatedly, humble leadership also enhances follower wellbeing (Luu, 2020b; Zhang & Song, 2020; Zhong et al, 2019), including enhanced follower self‐efficacy (Mao et al, 2019), thriving (Ding & Chu, 2020), and meaningfulness (Luu, 2020b). For teams and organizations, humble leadership is also beneficial and has been found to facilitate constructive team and organizational elements such as psychological capital (Gonçalves & Brandão, 2017; Rego et al, 2017), team helping norms (Chiu et al, 2020), ethical culture (Cortes‐Mejia et al, 2021), viability (Chiu et al, 2020), and perceptions of team effectiveness (Rego & Simpson, 2018).…”

Section: Humble Leadership Theories and Nomological Netmentioning

confidence: 99%

Humble leadership: A review and synthesis of leader expressed humility

Kelemen

Matthews

et al. 2022

J Organ Behavior

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Recent academic research has proliferated around the construct of humble leadership. Humble leadership involves having an accurate view of oneself, recognizing the contributions of followers, and modeling teachability. Given the growing interest in this construct, we provide a review of the humble leadership literature. First, we clarify how humble leadership has been defined and measured in the current literature and discuss how it compares to moral-based leadership approaches. Second, we review the extant literature by examining humble leadership's theoretical and nomological network, highlighting the antecedents, outcomes, moderators, and mediators.Third, we provide an overview of key methodological strengths and weaknesses.Finally, we conclude by drawing upon our review of the literature to present directions for future research that will advance the understanding of humble leadership. In sum, our review highlights the key elements and findings of where humble leadership has been and indicates ways to drive this literature forward.

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Section: Humble Leadership Theories and Nomological Netmentioning

confidence: 99%

Humble leadership: A review and synthesis of leader expressed humility

Kelemen

Matthews

et al. 2022

J Organ Behavior

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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: 58%

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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“…Organizational processes and systems should be developed to build peer support, trust and tolerance of diverse ideas among senior team members. Organizations should also encourage information sharing (Dayeh and Morrison, 2020), CEO humility and an ethical culture, which may be facilitated through the decentralization of top management decision-making (Cortes-Mejia et al. , 2022).…”

Section: Discussionmentioning

confidence: 99%

Drivers and consequences of strategic leader indecision: an exploratory study in a complex case

Motloung,

Lew

2023

LODJ

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PurposeThe research explores indecision of strategic leaders in a complex case organization. This research offers new insights into the drivers of indecision of upper echelons decision-makers and explores the perceived consequences of the decision-makers' indecision.Design/methodology/approachFollowing a review of literature on upper echelons theory and strategic decision-making, indecision and the antecedents and consequences of indecision, the research follows a qualitative exploratory design. Semi-structured interviews were conducted among 20 upper echelons decision-makers with responsibility across 19 Sub-Saharan African countries in a case company. Thematic analysis was used to analyze the data.FindingsThe findings reveal that specific organizational, interpersonal and personal factors work together to drive strategic leader indecision in a complex organization. Strategic leader indecision brings about several negative organizational consequences and demotivates team members.Research limitations/implicationsThe findings are based on a single-case exploratory design but represent geographical diversity.Practical implicationsThe research cautions organizations to deal with the drivers of strategic leader indecision to help avoid potential negative consequences of stifled organizational performance and team demotivation.Originality/valueThe study offers previously unknown insights into strategic leader indecision. This study builds on current literature on the antecedents and consequences of indecision and has a new research setting of strategic leader indecision in a complex organization.

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Sharing Strategic Decisions: CEO Humility, TMT Decentralization, and Ethical Culture

Cited by 25 publications

References 145 publications

Humble leadership: A review and synthesis of leader expressed humility

Humble leadership: A review and synthesis of leader expressed humility

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

Drivers and consequences of strategic leader indecision: an exploratory study in a complex case

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