Exploring the Affective Impact, Boundary Conditions, and Antecedents of Leader Humility

• 成果类型: Article
• 署名作者: Wang, Lin; Owens, Bradley P.; Li, Junchao (Jason); Shi, Lihua
• 署名单位: Sun Yat Sen University; Brigham Young University; Tulane University; Guangzhou University
• 刊物名称: JOURNAL OF APPLIED PSYCHOLOGY
• ISSN/ISSBN: 0021-9010
• DOI: 10.1037/apl0000314
• 发表日期: 2018
• 页码: 1019-1038
• 关键词: leader humility; affect; perceived leader power; implicit theory of self; RELATIONAL IDENTITY

摘要

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.