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- W4385223313 abstract "Much theory and research on leader humility has mainly focused on how observers or recipients perceive and respond to leader humility. We pivot from this predominant focus to the influence of leader humility on leaders themselves. Drawing upon social comparison theory, we develop a model to explore how and when leader humility can be a mixed blessing for leaders themselves. Across two experiments and a three-wave field study, we found that leader humility fosters self-improvement motivation, thus increasing leaders’ sense of learning; however, leader humility also elicits self-rumination, decreasing leaders’ sense of vitality. Self-esteem was found to be an essential boundary condition of the effect of leader humility on themselves. Specifically, the positive relationship between leader humility and self-improvement motivation and the indirect effect of leader humility on sense of learning via self-improvement motivation will be stronger when self-esteem is high. When self-esteem is low, the positive relationship between leader humility and self-rumination and the indirect effect of leader humility on sense of vitality via self-rumination will be stronger. Overall, our research answers how and under what conditions the mixed blessing effect of leader humility on leaders themselves may occur." @default.
- W4385223313 created "2023-07-25" @default.
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- W4385223313 date "2023-08-01" @default.
- W4385223313 modified "2023-10-18" @default.
- W4385223313 title "Too Humble To Thriving? The Mixed Blessing of Leader Humility for Leaders Themselves" @default.
- W4385223313 doi "https://doi.org/10.5465/amproc.2023.15143abstract" @default.
- W4385223313 hasPublicationYear "2023" @default.
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