期刊
JOURNAL OF LEADERSHIP & ORGANIZATIONAL STUDIES
卷 27, 期 4, 页码 329-339出版社
SAGE PUBLICATIONS INC
DOI: 10.1177/1548051820952402
关键词
leader humility; team performance; trickle-down effect; authority centralization; skip-level leader
类别
资金
- National Natural Science Foundation of China [71962015, 71762016]
- Humanities and Social Science Foundation of Ministry of Education of China [19YJA630072]
- Natural Science Foundation of Jiangxi Province of China [20181BAA208046]
We draw from social learning theory to propose a model in which humble behaviors displayed by higher-level leaders trickle down to lower-level team leaders and thereby indirectly promote team performance. We also propose that skip-level leader humility enhances the positive effect of team leader humility on team performance. Results based on time-lagged, multisource data from a sample of 128 work teams supported our model. Also, the trickle-down effect of leader humility is stronger in organizations with relatively high authority centralization. Our study thus links humble leadership of both direct and distant leaders to team performance and highlights the role of higher-level leaders in fostering humble behaviors of lower-level leaders.
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