Humble Chief Executive Officers’ Connections to Top Management Team Integration and Middle Managers’ Responses

By A. Y. Ou, Anne S. Tsui, A. Kinicki, David A. Waldman, Zhixing Xiao, Lynda Jiwen Song. 2014

533 citations recorded by the source corpus.

Subfields: Communication, Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/7f08b6d154970f2c3f8c5e5dcbe0632170f3a74e

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Communication

1. T. Paterson
2. Anne S. Tsui
3. Le Zhou
4. Bradley P. Owens
5. Devaki Rau
6. Junqi Shi
7. Timothy G. Pollock
8. Payal Sharma

In Social Psychology

1. Arménio Rego
2. Miguel Pina e Cunha
3. Mo Wang
4. Susana Leal
5. Lei Vincent Huang
6. Lurdes Gonçalves
7. T. Paterson
8. G. J. Greguras

In Sociology and Political Science

1. Mo Wang
2. Junqi Shi
3. G. J. Greguras
4. Yaping Gong
5. Philip Bromiley
6. Lei Vincent Huang
7. T. Paterson
8. Anne S. Tsui

Citations in the corpus

• Leveraging Leaders (2015, background): “Furthermore, recent research suggests that personality traits like humility predict empowering leadership behaviors by CEOs (Ou et al., 2014), hence constructs including altruism can also be examined as antecedents, particularly in contrast to the Dark Triad mentioned above.”
• Intellectual humility and openness to the opposing view (2018, unknown): “, 2006), and effective leadership (McElroy et al., 2014; Ou et al., 2014; Owens et al., 2013).”
• How leader humility helps teams to be humbler, psychologically stronger, and more effective: a moderated mediation model (2017, background): “We acknowledge the potential relevance of the cognitive andmotivational components of humility (Ou et al., 2014).”
• When and how does functional diversity influence team innovation? The mediating role of knowledge sharing and the moderation role of affect-based trust in a team (2016, background): “Like other studies (e.g. Chen and Bliese, 2002; Erdogan et al., 2006; Ou et al., 2014; Zhang et al., 2007), we found low ICC(2) values for affect-based trust in a team (i.”
• 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).”
• The Grateful Workplace: A Multilevel Model of Gratitude in Organizations (2017, background): “At its core, humility entails a recognition and acceptance that “something greater than the self exists” (Ou et al., 2014: 37).”
• CEO humility, narcissism and firm innovation: A paradox perspective on CEO traits ☆ ☆☆ ★ (2017, background): “Humility is grounded in a self-view of subordination to a greater power and is behaviorally manifested as self-awareness, appreciation of others, and openness to self-improvement (Morris, Brotheridge, & Urbanski, 2005; Ou et al., 2014; Owens, Johnson, & Mitchell, 2013).”
• Rethinking ‘Top-Down’ and ‘Bottom-Up’ Roles of Top and Middle Managers in Organizational Change: Implications for Employee Support (2017, unknown): “…and individual level factors – which can include factors such as formal authority, financial rewards, values (Gentry et al., 2013), personality (Ou et al., 2014), succession (Georgakakis and Ruigrok, 2016), role differentiation (Heyden, Reimer, and Van Doorn, forthcoming), and rules (Simons,…”
• Leader Humility and Team Performance: Exploring the Mediating Mechanisms of Team PsyCap and Task Allocation Effectiveness (2019, background): “Moreover, manipulating nonhumble leadership might introduce other unintended confounds such as increased perceptions of narcissistic leadership, which has been shown to be theoretically and empirically distinct from low leader humility (Ou et al., 2014; Owens et al., 2013; Owens, Wallace, & Waldman,”