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- W4313252162 endingPage "101660" @default.
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- W4313252162 abstract "Humility is a concept grounded in a self-view that something greater than oneself exists. A multitude of disciplines to date have sought to understand how humility impacts leaders, as well as the individuals, teams, and organizations they lead. Despite overlapping research questions, methodologies, and empirical contexts, studies examining leader humility have developed largely in isolation with little overlap between fields. This has created a fundamental divide between micro and macro researchers who suggest that humility is conceptualized as both a mutable behavioral state and a stable leader trait, respectively. We provide a systematic review of research on leader humility at multiple organizational levels of analysis to provide linkages across disciplinary and theoretical divides. We couple our systematic review with a meta-analysis of 212 unique studies, identifying 99 estimates for the relationships between leader humility and numerous individual, team, and organizational variables. Among all variables, we find humble leadership most strongly predicts followers’ satisfaction with the leader and the leaders’ participative decision making. We also find humble leadership does not affect their own job performance or the performance of organizations, but improves the performance of their followers and teams. Building on our results, we call for research across academic disciplines." @default.
- W4313252162 created "2023-01-06" @default.
- W4313252162 creator A5012461982 @default.
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- W4313252162 creator A5033385711 @default.
- W4313252162 creator A5071036214 @default.
- W4313252162 creator A5075264563 @default.
- W4313252162 date "2023-02-01" @default.
- W4313252162 modified "2023-09-27" @default.
- W4313252162 title "A meta-analysis of humble leadership: Reviewing individual, team, and organizational outcomes of leader humility" @default.
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