How Does Leader Humility Influence Team Performance? Exploring the Mechanisms of Contagion and Collective Promotion Focus

By Bradley P. Owens, David R. Hekman. 2016

482 citations recorded by the source corpus.

Subfields: Experimental and Cognitive Psychology, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/a17971f3fa3d72654d5b068fb87c3e14f1b1e67e

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In Experimental and Cognitive Psychology

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Growing Followers: Exploring the Effects of Leader Humility on Follower Self‐Expansion, Self‐Efficacy, and Performance (2018, unknown): “Humble leaders also are open-minded and listen to followers, and thereby provide followers with psychological freedom for constant learning and a promotion or growth orientation (Owens and Hekman, 2016) that meets their desire for autonomy.”
How leader humility helps teams to be humbler, psychologically stronger, and more effective: a moderated mediation model (2017, methodology): “…interpersonal team process that captures the three underlying dimensions of humility as behavioral interaction patterns of admittingmistakes and limitations, spotlighting follower strengths and deflecting praise to others, and being open to new ideas, advice, and feedback” (Owens & Hekman, 2016).”
Leader Humility and Team Performance: Exploring the Mediating Mechanisms of Team PsyCap and Task Allocation Effectiveness (2019, methodology): “First, we seek to build off of the recently documented positive effects of leader humility on teams (i.e., team’s strategic orientation, interaction patterns, and relative pay disparity; Ou et al., 2015; Owens & Hekman, 2016).”
Too Unsafe to Monitor? How Board–CEO Cognitive Conflict and Chair Leadership Shape Outside Director Monitoring (2020, background): “By observing how leaders recognize the importance of others’ ideas, members come to appreciate divergent views and show appreciation and support when fellow members contribute to discussions (Owens & Hekman, 2016).”
Leadership, creativity and innovation: a meta-analytic review (2020, background): “Humble leadership concerns a willingness to be self-aware in social interactions, an appreciation for others’ strengths and contributions, and teachability (Owens & Hekman, 2016).”
The Grateful Workplace: A Multilevel Model of Gratitude in Organizations (2017, background): “Humility has been characterized as a malleable interpersonal trait that is susceptible to change over time (Owens & Hekman, 2016).”