How leader humility helps teams to be humbler, psychologically stronger, and more effective: a moderated mediation model

By Arménio Rego, Bradley P. Owens, Susana Leal, Ana I. Melo, Miguel Pina e Cunha, Lurdes Gonçalves, Paula Ribeiro. 2017

157 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/3743d29495e0f6bfb7a324dc7404355ec368772f

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In Organizational Behavior and Human Resource Management

1. T. Paterson
2. Jeewon Cho
3. Pauline Schilpzand
4. Lei Vincent Huang

In Social Psychology

1. T. Paterson
2. Jeewon Cho
3. Pauline Schilpzand
4. Lei Vincent Huang

In Sociology and Political Science

1. T. Paterson
2. Jeewon Cho
3. Pauline Schilpzand
4. Lei Vincent Huang

Citations in the corpus

• How and When Humble Leadership Facilitates Employee Job Performance: The Roles of Feeling Trusted and Job Autonomy (2020, background): “…nascent research stream has, indeed, indicated that humble leadership, characterized by a leader’s more objective self-view, positively influences followers’ work related attitudes and behaviors (see Owens et al., 2013; Owens & Hekman, 2012; Owens et al., 2015; Qin et al., 2020; Rego et al., 2017).”