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Exploring the affective impact, boundary conditions, and antecedents of leader humility.
J Appl Psychol. 2018 Sep; 103(9):1019-1038.JA

Abstract

In this article, the authors further develop the theory of leader humility by exploring the affective impact, a vital boundary condition, and the antecedents of leader humility. Specifically, they (a) theorize how leader humility can enhance followers' performance by increasing their relational energy and decreasing their emotional exhaustion, (b) test perceived leader power in the organization as an important boundary condition of leader humility effectiveness, and (c) establish leader's incremental theory of the self (i.e., growth mindset) and relational identity as important enablers of leader humility. Surveying 211 leader-follower dyads in a two-phase study (Study 1), we find that leader humility has a positive indirect effect on followers' task performance through increased follower relational energy and decreased emotional exhaustion. In addition, the effects of leader humility on followers' relational energy with the leader, emotional exhaustion, and task performance tend to be stronger when followers perceive more power in the leader. Study 2-a multiphase field study surveying 201 leader-follower dyads embedded in 85 teams-not only replicates the results found in Study 1 with more objective, multirater employee performance, but more importantly, establishes leader incremental theory of the self (or growth mindset; Dweck, 2010) and relational identity as important antecedents of leader humility. The authors discuss theoretical and practical implications and recommend directions for future research. (PsycINFO Database Record

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Publisher Full Text (DOI)

Authors+Show Affiliations

Wang L
Department of Management, Lingnan College, Sun Yat-sen University.
Owens BP
Marriot School of Business, Brigham Young University.
Li JJ
Department of Management, Freeman School of Business, Tulane University.
Shi L
School of Management, Guangzhou University.

MeSH

AdultChinaEmotional IntelligenceEmotionsEmploymentFemaleHumansInterprofessional RelationsLeadershipMaleModels, PsychologicalPersonalityPower, PsychologicalSelf ConceptSocial PerceptionSurveys and QuestionnairesWork Performance

Pub Type(s)

Journal Article

Language

eng

PubMed ID

29781636

Citation

Wang, Lin, et al. "Exploring the Affective Impact, Boundary Conditions, and Antecedents of Leader Humility." The Journal of Applied Psychology, vol. 103, no. 9, 2018, pp. 1019-1038.
Wang L, Owens BP, Li JJ, et al. Exploring the affective impact, boundary conditions, and antecedents of leader humility. J Appl Psychol. 2018;103(9):1019-1038.
Wang, L., Owens, B. P., Li, J. J., & Shi, L. (2018). Exploring the affective impact, boundary conditions, and antecedents of leader humility. The Journal of Applied Psychology, 103(9), 1019-1038. https://doi.org/10.1037/apl0000314
Wang L, et al. Exploring the Affective Impact, Boundary Conditions, and Antecedents of Leader Humility. J Appl Psychol. 2018;103(9):1019-1038. PubMed PMID: 29781636.
* Article titles in AMA citation format should be in sentence-case
TY - JOUR T1 - Exploring the affective impact, boundary conditions, and antecedents of leader humility. AU - Wang,Lin, AU - Owens,Bradley P, AU - Li,Junchao Jason, AU - Shi,Lihua, Y1 - 2018/05/21/ PY - 2018/5/22/pubmed PY - 2018/12/12/medline PY - 2018/5/22/entrez SP - 1019 EP - 1038 JF - The Journal of applied psychology JO - J Appl Psychol VL - 103 IS - 9 N2 - In this article, the authors further develop the theory of leader humility by exploring the affective impact, a vital boundary condition, and the antecedents of leader humility. Specifically, they (a) theorize how leader humility can enhance followers' performance by increasing their relational energy and decreasing their emotional exhaustion, (b) test perceived leader power in the organization as an important boundary condition of leader humility effectiveness, and (c) establish leader's incremental theory of the self (i.e., growth mindset) and relational identity as important enablers of leader humility. Surveying 211 leader-follower dyads in a two-phase study (Study 1), we find that leader humility has a positive indirect effect on followers' task performance through increased follower relational energy and decreased emotional exhaustion. In addition, the effects of leader humility on followers' relational energy with the leader, emotional exhaustion, and task performance tend to be stronger when followers perceive more power in the leader. Study 2-a multiphase field study surveying 201 leader-follower dyads embedded in 85 teams-not only replicates the results found in Study 1 with more objective, multirater employee performance, but more importantly, establishes leader incremental theory of the self (or growth mindset; Dweck, 2010) and relational identity as important antecedents of leader humility. The authors discuss theoretical and practical implications and recommend directions for future research. (PsycINFO Database Record SN - 1939-1854 UR - https://www.unboundmedicine.com/medline/citation/29781636/Exploring_the_affective_impact_boundary_conditions_and_antecedents_of_leader_humility_ DB - PRIME DP - Unbound Medicine ER -