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|Title:||The perceived impact of leaders’ humility on team effectiveness: an empirical study|
Cunha, M. P.
Simpson, A. V.
Leaders’ perceived impact on team effectiveness
|Abstract:||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.|
|Appears in Collections:||BRU-RI - Artigos em revistas científicas internacionais com arbitragem científica|
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