Humble Leader Behavior and Its Effects on Performance at the Team and Individual Level: A Multi-Perspective Study

作者：Shengming Liu, Xin Lucy Liu, Hui Wang, Ying Wang · 发表于：Group & Organization Management · 年份：2021 · DOI：10.1177/10596011211024429 · 被引用次数：43 · 研究领域：Job Satisfaction and Organizational Behavior、Ethics in Business and Education、Personality Traits and Psychology

Drawing upon social information processing theory, this study builds a multilevel model to explore the effects of humble leader behavior on performance in teams. Time-lagged and multi-source data were gathered from 298 employees across 70 work teams. Results indicated that at the individual level, humble leader behavior was positively related to individual performance via organization-based self-esteem, while at the team level, humble leader behavior was positively related to team performance via team potency. Moreover, team cognitive diversity moderated the indirect effects of humble leader behavior on individual and team performances, such that the positive indirect effects were stronger for teams with high cognitive diversity than for those with low cognitive diversity. Implications and limitations are also discussed.