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Davis EB, Barneche K, Aten JD, Shannonhouse LR, Wang DC, Van Tongeren DR, Davis DE, Hook JN, Chen ZJ, Lefevor GT, McElroy-Heltzel SE, Elick EL, Van Grinsven L, Lacey EK, Brandys TR, Sarpong PK, Osteen SA, Shepardson K. The multilevel correlates, contributions, and consequences of leader humility in humanitarian aid work. Front Psychol 2023; 14:1188109. [PMID: 38152564 PMCID: PMC10751791 DOI: 10.3389/fpsyg.2023.1188109] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 03/16/2023] [Accepted: 11/13/2023] [Indexed: 12/29/2023] Open
Abstract
Objective Leader humility has been linked to many positive outcomes but not examined in humanitarian aid work. Three studies examined the multilevel correlates, contributions, and consequences of leader humility in Medair-a large, multinational, faith-based aid organization. Study 1 examined correlates of leader humility in a sample of 308 workers and 167 leaders. Study 2 explored multilevel contributions of leader humility in 96 teams comprised of 189 workers. Study 3 utilized a subsample (50 workers, 34 leaders) to explore consequences of Time 1 leader and team humility on outcomes 6 months later. Method Participants completed measures of humility (general, relational, team), leader and team attributions (e.g., effectiveness, cohesion, and growth-mindedness), organizational outcomes (e.g., job engagement and satisfaction; worker and team performance), and psychological outcomes (e.g., depression, anxiety, compassion satisfaction, and flourishing). Results Leader and team humility contributed to multilevel positive attributions about leaders (as effective and impactful), teams (as cohesive, psychologically safe, and growth-minded), and oneself (as humble), and those attributions contributed to organizational and psychological outcomes. Teams' shared attributions of their leader's humility contributed to higher worker job satisfaction and team performance. Longitudinally, for workers and leaders, leader and team humility were associated with some positive organizational and psychological outcomes over time. Conclusion In humanitarian organizations, leader humility seems to act as an attributional and motivational social contagion that affects aid personnel's positive attributions about their leaders, teams, and themselves. In turn, these multilevel positive attributions contribute to several positive team, organizational, and psychological outcomes among workers and leaders.
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Affiliation(s)
- Edward B. Davis
- School of Psychology, Counseling, and Family Therapy, Wheaton College, Wheaton, IL, United States
| | | | - Jamie D. Aten
- Humanitarian Disaster Institute, Wheaton College, Wheaton, IL, United States
| | - Laura R. Shannonhouse
- Department of Counseling and Psychological Services, Georgia State University, Atlanta, GA, United States
| | - David C. Wang
- School of Psychology and Marriage and Family Therapy, Fuller Theological Seminary, Pasadena, CA, United States
| | | | - Don E. Davis
- Department of Counseling and Psychological Services, Georgia State University, Atlanta, GA, United States
| | - Joshua N. Hook
- Psychology Department, University of North Texas, Denton, TX, United States
| | - Zhuo Job Chen
- School of Nursing, University of North Carolina at Charlotte, Charlotte, NC, United States
| | - G. Tyler Lefevor
- Department of Psychology, Utah State University, Logan, UT, United States
| | - Stacey E. McElroy-Heltzel
- Department of Psychological and Quantitative Foundations, University of Iowa, Iowa City, IA, United States
| | - Emilie L. Elick
- School of Psychology, Counseling, and Family Therapy, Wheaton College, Wheaton, IL, United States
| | - Leif Van Grinsven
- School of Psychology, Counseling, and Family Therapy, Wheaton College, Wheaton, IL, United States
| | - Ethan K. Lacey
- School of Psychology, Counseling, and Family Therapy, Wheaton College, Wheaton, IL, United States
| | - Tyler R. Brandys
- School of Psychology, Counseling, and Family Therapy, Wheaton College, Wheaton, IL, United States
| | - Philip K. Sarpong
- School of Psychology, Counseling, and Family Therapy, Wheaton College, Wheaton, IL, United States
| | - Sophia A. Osteen
- School of Psychology, Counseling, and Family Therapy, Wheaton College, Wheaton, IL, United States
| | - Kati Shepardson
- School of Psychology, Counseling, and Family Therapy, Wheaton College, Wheaton, IL, United States
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Liu H, Ahmed SJ, Kakar AS, Durrani DK. Creative Performance and Conflict through the Lens of Humble Leadership: Testing a Moderated Mediation Model. Behav Sci (Basel) 2023; 13:483. [PMID: 37366735 DOI: 10.3390/bs13060483] [Citation(s) in RCA: 1] [Impact Index Per Article: 1.0] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Received: 04/19/2023] [Revised: 06/02/2023] [Accepted: 06/05/2023] [Indexed: 06/28/2023] Open
Abstract
This study developed and tested a moderated mediation model by examining the relationships between humble leadership (HL), emotional intelligence, employee conflict (EC), and creative performance (CP), using resource-based theory as the theoretical foundation. We conducted a cross-sectional survey of 322 employees and their immediate supervisors (n = 53) from the telecom sector in Pakistan. The data was analyzed using AMOS 21 and SPSS 26. The results demonstrate that HL has a positive effect on creative performance and a negative relationship with employee conflict. Furthermore, employee conflict has a negative impact on CP and mediates the impact of HL on CP. Moreover, a leader's emotional intelligence moderates the negative relationship between HL and EC. Finally, this study reveals that EI moderates the indirect effects of HL on CP. The conclusions and implications are discussed at the end of this paper.
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Affiliation(s)
- Haiou Liu
- School of Economics and Management, Yanshan University, Qinhuangdao 066004, China
| | - Syed Jameel Ahmed
- School of Economics and Management, Yanshan University, Qinhuangdao 066004, China
| | - Abdul Samad Kakar
- Department of Management sciences, University of Loralai, Loralai 84800, Pakistan
| | - Dilawar Khan Durrani
- Institute of Management Sciences, University of Balochistan, Quetta 83700, Pakistan
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Zhu T, Chen Y, Asante EA, Zhu Y, Xu T. How Does Leader Humility Influence Team Creativity? The Roles of Team Behavioral Integration and Leader Performance. Front Psychol 2022; 13:818865. [PMID: 35602729 PMCID: PMC9121118 DOI: 10.3389/fpsyg.2022.818865] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 11/20/2021] [Accepted: 04/22/2022] [Indexed: 11/16/2022] Open
Abstract
This study developed and tested a research model to examine the influence of leader humility on team creativity. Drawing on social learning theory, we tested team behavioral integration as a mediator in the relationship between leader humility and team creativity. Moreover, we tested the moderating effect of leader performance on this mediated relationship. We tested our hypotheses using a multiple-source research design. Data were collected from 275 employees in 67 work teams from a variety of industrial companies in Southeast China. The results confirmed that team behavioral integration mediated the relationship between leader humility and team creativity. Furthermore, the indirect effect of leader humility on team creativity via team behavioral integration was stronger when leader performance was higher (vs. lower). We discuss the implications of our findings for the theory and practice of leader humility.
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Affiliation(s)
- Taiqiu Zhu
- School of Business Administration, Zhejiang Gongshang University, Hangzhou, China
| | - Yixuan Chen
- School of Business Administration, Zhejiang Gongshang University, Hangzhou, China
- *Correspondence: Yixuan Chen,
| | - Eric Adom Asante
- Lee Shau Kee School of Business and Administration, Hong Kong Metropolitan University, Hong Kong, Hong Kong SAR, China
| | - Yue Zhu
- School of Business Administration, Zhejiang Gongshang University, Hangzhou, China
| | - Tingting Xu
- School of Business Administration, Zhejiang Gongshang University, Hangzhou, China
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