Journal
JOURNAL OF BUSINESS ETHICS
Volume 178, Issue 1, Pages 241-260Publisher
SPRINGER
DOI: 10.1007/s10551-021-04766-8
Keywords
CEO humility; Top management team (TMT); Decentralization; Ethical culture; Upper echelons
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Research suggests that humility is a crucial attribute in top management for building successful organizations. Humble CEOs can influence decision-making processes and promote an organizational ethical culture.
Humility is increasingly recognized as an essential attribute for individuals at top management levels to build successful organizations. However, research on CEO humility has focused on how humble chief executive officers (CEOs) shape collective perceptions through their interactions and behaviors with other organizational members while overlooking CEOs' critical role in making strategic decisions. We address this unexplored aspect of CEO humility by proposing that humble CEOs influence decision-making decentralization at the top management team (TMT) and subsequently promote an organizational ethical culture. Using a sample of CEOs and TMT members from 120 small- and medium-sized enterprises, we find strong support for our hypotheses. We discuss important implications for research on CEO humility and strategic leadership.
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