Please use this identifier to cite or link to this item:
http://hdl.handle.net/10071/18009| Author(s): | Rego, J. Cunha, M. P. Simpson, A. V. |
| Date: | 2018 |
| Title: | The perceived impact of leaders’ humility on team effectiveness: an empirical study |
| Volume: | 148 |
| Number: | 1 |
| Pages: | 205 - 218 |
| ISSN: | 0167-4544 |
| DOI (Digital Object Identifier): | 10.1007/s10551-015-3008-3 |
| Keywords: | Balanced processing Leader humility 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. |
| Peerreviewed: | yes |
| Access type: | Open Access |
| Appears in Collections: | BRU-RI - Artigos em revistas científicas internacionais com arbitragem científica |
Files in This Item:
| File | Description | Size | Format | |
|---|---|---|---|---|
| The perceived impact of leaders.pdf | Pós-print | 426,5 kB | Adobe PDF | View/Open |
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