Do Humble CEOs Matter? An Examination of CEO Humility and Firm Outcomes

By A. Y. Ou, David A. Waldman, Suzanne J. Peterson. 2018

307 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/dda87c4157fba44b9d4a3d36481fb805796a8bee

How researchers see this paper

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

In Organizational Behavior and Human Resource Management

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): “Finally, humble leaders tend to maintain a high degree of openness in interpersonal interactions with others characterized by a strong motive for learning through and from them (Ou et al., 2018; Owens et al., 2013).”
• Growing Followers: Exploring the Effects of Leader Humility on Follower Self‐Expansion, Self‐Efficacy, and Performance (2018, unknown): “Although researchers have found that leader humility can benefit followers, teams, and organizations (e.g., Ou et al., 2014b; Ou et al., 2018; Owens and Hekman, 2016; Owens et al., 2013), most of the current studies place the focus on the behavioral influence of humble leaders.”