Humility : Theoretical perspectives, empirical findings and directions for future research

By June P Tangney. 2000

561 citations recorded by the source corpus.

Subfields: Clinical Psychology, Social Psychology

View Paper: https://www.semanticscholar.org/paper/0450351d1f63ab1467e39706f2e4b1c737b6a2ab

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Citations in the corpus

Growing Followers: Exploring the Effects of Leader Humility on Follower Self‐Expansion, Self‐Efficacy, and Performance (2018, unknown): “First, humble leaders are willing to accurately reflect on themselves, or objectively evaluate themselves, and therefore have an accurate, non-defensive, objective self-view (Exline et al., 2004; Tangney, 2000).”
The Psychological Capital of Chinese Workers: Exploring the Relationship with Performance (2005, background): “Fredrickson’s (2001) work on positive emotions and possibly courage (Peterson and Seligman, 2004; Putnam, 1997), and even humility (Tangney, 2000; Vera and Rodriguez-Lopez, 2004”
Humility and the Development and Repair of Social Bonds: Two Longitudinal Studies (2013, background): “Intrapersonal qualities focus on having an accurate or moderate view of self—not thinking too highly or lowly of oneself (e.g., Bollinger, 2010; Tangney, 2000).”
Intellectual humility and openness to the opposing view (2018, background): “…includes both an accurate awareness of self and an appreciation of others (Davis & Hook, 2014; Emmons, 1999; Owens, Johnson, & Mitchell, 2013; Tangney, 2000; Wright, Nadelhoffer, Ross, & Sinnott-Armstrong, 2017), and many humility measures include an interpersonal component (see Davis &…”
Development and initial validation of an implicit measure of humility relative to arrogance (2006, background): “Despite rich theories about probable benefits of humility (Emmons, 2000; Exline et al., 2004; Myers, 1998; Tangney, 2000; Vera & Rodriguez-Lopez, 2004), efforts to study this quality are being hindered by the lack of a quantitative measure.”
Mirror, mirror on my boss’s wall: Engaged enactment’s moderating role on the relationship between perceived narcissistic supervision and work outcomes (2012, background): “Much of this tension is attributable to the leader’s unremitting pursuit of self-validation (Tangney, 2000) coupled with the need to dominate others in ways that operate outside of acceptable social boundaries.”
Intellectual humility and prosocial values: Direct and mediated effects (2017, unknown): “The general construct of humility can be conceptualized as having an accurate perception of one’s characteristics and limitations and lacking self-focus (Tangney, 2000).”
MODELING HOW TO GROW: AN INDUCTIVE EXAMINATION OF HUMBLE LEADER BEHAVIORS, CONTINGENCIES, AND OUTCOMES (2012, background): “…exists, there is some consensus that humility generally involves how leaders tend to view themselves (more objectively), others (more appreciatively), and new information or ideas (more openly) (Exline & Geyer, 2004; Owens, 2008; Owens, Johnson, & Mitchell, 2012; Tangney, 2000; Templeton, 1997).”
Expressed Humility in Organizations: Implications for Performance, Teams, and Leadership (2013, background): “…scale represent an important step forward in being able to examine the real impact of humility on important organizational processes and outcomes, and that this effort will spur more theory and research involving this “classical source of strength” (Tangney 2000, p. 70) within organizations.”
Humility: Review of measurement strategies and conceptualization as personality judgment (2010, background): “For example, humble people are said to be those who have a moderate or accurate view of themselves (e.g., Baumeister & Exline, 2002; Emmons, 1999; Rowatt, Ottenbreit, Nesselroade, & Cunningham, 2002; Sandage & Wiens, 2001; Tangney, 2000).”
Humble Beginnings: Current Trends, State Perspectives, and Hallmarks of Humility (2013, background): “Modesty is a culturally bound style of expressingmoderate estimations – even underestimations – of one’s skills and abilities (Peterson & Seligman, 2004; Sedikides, Gregg, & Hart, 2007; Tangney, 2000).”