Humble Leader Behavior and Its Effects on Performance at the Team and Individual Level: A Multi-Perspective Study

被引：16
|
作者：
Liu, Shengming [1 ]
Lucy Liu, Xin [2 ]
Wang, Hui [3 ]
Wang, Ying [4 ]
机构：
[1] Fudan Univ, Shanghai, Peoples R China
[2] Columbia Univ, New York, NY USA
[3] Peking Univ, Beijing, Peoples R China
[4] Univ Int Business & Econ, Beijing, Peoples R China
来源：
GROUP & ORGANIZATION MANAGEMENT | 2022年 / 47卷 / 05期
基金：
中国国家自然科学基金;
关键词：
humble leader behavior; team potency; organization-based self-esteem; cognitive diversity; performance; CHIEF EXECUTIVE OFFICERS; SELF-ESTEEM; RELATIONSHIP CONFLICT; MEMBER EXCHANGE; ORGANIZATIONAL CONTEXT; COGNITIVE DIVERSITY; SERVANT LEADERSHIP; JOB-PERFORMANCE; MODERATING ROLE; GROUP POTENCY;
D O I：
10.1177/10596011211024429
中图分类号：
B849 [应用心理学];
学科分类号：
040203 ;
摘要：
Drawing upon social information processing theory, this study builds a multilevel model to explore the effects of humble leader behavior on performance in teams. Time-lagged and multi-source data were gathered from 298 employees across 70 work teams. Results indicated that at the individual level, humble leader behavior was positively related to individual performance via organization-based self-esteem, while at the team level, humble leader behavior was positively related to team performance via team potency. Moreover, team cognitive diversity moderated the indirect effects of humble leader behavior on individual and team performances, such that the positive indirect effects were stronger for teams with high cognitive diversity than for those with low cognitive diversity. Implications and limitations are also discussed.
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页码：1008 / 1041
页数：34
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