Bringing humility to leadership: Antecedents and consequences of leader humility

By J. A. Morris, Céleste M. Brotheridge, John C. Urbanski. 2005

518 citations recorded by the source corpus.

Subfields: Demography, Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/7b63b4d4bfe3aee74981755fd4dfb57a237af1e6

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Citations in the corpus

Humble Chief Executive Officers’ Connections to Top Management Team Integration and Middle Managers’ Responses (2014, background): “Despite theoretical discussions (Vera and Rodriguez-Lopez, 2004; Morris, Brotheridge, and Urbanski, 2005), case studies (Collins, 2001; Hayes and Comer, 2010), and qualitative interviews (Owens and Hekman, 2012) on humble CEOs, current research has still fallen short in providing empirical…”
Do Humble CEOs Matter? An Examination of CEO Humility and Firm Outcomes (2018, background): “…or suppress other TMT members’ pay, because they are aware of their constraints, have a low need for self-glorification through material rewards or excessive luxury (C. Peterson & Seligman, 2004), and genuinely appreciate TMT members’ capabilities and contributions (Morris et al., 2005).”
How Does Leader Humility Influence Team Performance? Exploring the Mechanisms of Contagion and Collective Promotion Focus (2016, unknown): “Most recent attention given to hu-mility in organizational contexts focuses on hu-mility as an individual-level trait in leadership (Morris et al., 2005; Nielsen, Marrone, & Slay, 2010; Ou et al., 2014; Owens et al., 2015; Reave, 2005), team membership (Owens et al., 2013), and in relation to task…”
Humility: A consistent and robust predictor of generosity (2012, background): “Also, although people do not strongly associate humility with leadership (Exline & Geyer, 2004 ), humility has actually been identified as a distinctive characteristic of CEOs of highly successful organizations (Collins, 2001 ; see also Morris, Brotheridge, & Urbanski, 2005 ; Owens & Hekman, in p”
Growing Followers: Exploring the Effects of Leader Humility on Follower Self‐Expansion, Self‐Efficacy, and Performance (2018, unknown): “Leader humility is also theoretically centered on the concept of self-transcendence, which reflects seeing and pursuing worth and value beyond the self (Morris et al., 2005; Ou et al., 2014b).”
Psychopathic Leadership A Case Study of a Corporate Psychopath CEO (2017, unknown): “Commentators on leadership have conjectured that sustained organisational functioning is more likely to be the result of a leader possessing humility (Morris et al. 2005).”
Expressed Humility in Organizations: Implications for Performance, Teams, and Leadership (2013, background): “First, although several theoret- ical and qualitative studies suggest the importance of leader-expressed humility (Morris et al. 2005, Nielsen et al. 2010, Owens and Hekman 2012, Vera and Rodriguez-Lopez 2004), this is the first quantitative study that empirically tests the benefits of leaders…”
A New Look at Humility: Exploring the Humility Concept and Its Role in Socialized Charismatic Leadership (2010, unknown): “We do this because a number of articles (e.g., Morris et al., 2005; Tangney, 2000) indirectly relate humility with an understanding of the self, but none seem to adequately identify or capture this aspect of the variable.”