The DOI matches its Crossref record; 130 of the 130 references it cites were found in a registry or an index.
Humble Chief Executive Officers’ Connections to Top Management Team Integration and Middle Managers’ Responses
Abstract
In this article, we examine the concept of humility among chief executive officers (CEOs) and the process through which it is connected to integration in the top management team (TMT) and middle managers’ responses. We develop and validate a comprehensive measure of humility using multiple samples and then test a multilevel model of how CEOs’ humility links to the processes of top and middle managers. Our methodology involves survey data gathered twice from 328 TMT members and 645 middle managers in 63 private companies in China. We find CEO humility to be positively associated with empowering leadership behaviors, which in turn correlates with TMT integration. TMT integration then positively relates to middle managers’ perception of having an empowering organizational climate, which is then associated with their work engagement, affective commitment, and job performance. Findings confirm our hypotheses based on social information processing theory: humble CEOs connect to top and middle managers through collective perceptions of empowerment at both levels. Qualitative data from interviews with 51 CEOs provide additional insight into the meaning of humility among CEOs and differences between those with high and low humility.
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Cited by
Randel, A. E., Galvin, B. M., Shore, L. M., Ehrhart, K. H., Chung, B. G., Dean, M. A., & Kedharnath, U. (2018) · Human Resource Management Review · doi:10.1016/j.hrmr.2017.07.002 · Cited by 955
Leader narcissism and follower outcomes: the counterbalancing effect of leader humility.
Owens, B. P., Wallace, A. S., & Waldman, D. A. (2015) · Journal of Applied Psychology · doi:10.1037/a0038698 · Cited by 407
Self-citationIntellectual humility and openness to the opposing view
Porter, T., & Schumann, K. (2018) · Self and Identity · doi:10.1080/15298868.2017.1361861 · Cited by 314
Matta, F. K., Scott, B. A., Colquitt, J. A., Koopman, J., & Passantino, L. G. (2017) · Academy of Management Journal · doi:10.5465/amj.2014.0455 · Cited by 235
Humble leadership: A review and synthesis of leader expressed humility
Kelemen, T. K., Matthews, S. H., Matthews, M. J., & Henry, S. E. (2023) · Journal of Organizational Behavior · doi:10.1002/job.2608 · Cited by 203
Metadata
- Authors
- Ou, A. Y., Tsui, A. S., Kinicki, A. J., Waldman, D. A., Xiao, Z., & Song, L. J.
- Venue
- Administrative Science Quarterly
- Publisher
- SAGE Publications
- Published
- 2014-01-08
- Volume
- 59
- Issue
- 1
- Pages
- 34-72
- ISSN
- 0001-8392 (ISSN-L)
- 1930-3815
- OpenAlex
- W2117324514
- Cited by
- 561
- References
- 130
- FWCI
- 62.56
- Type
- journal article
- Language
- en
- Open access
- closed
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- Ou, A. Y., Tsui, A. S., Kinicki, A. J., Waldman, D. A., Xiao, Z., & Song, L. J. (2014). Humble Chief Executive Officers’ Connections to Top Management Team Integration and Middle Managers’ Responses. Administrative Science Quarterly. https://doi.org/10.1177/0001839213520131
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Contains information from the Semantic Scholar Academic Graph Datasets, made available under the ODC Attribution License (ODC-BY 1.0).
Semantic Scholar’s data is described in: Kinney, R., et al. (2023). The Semantic Scholar Open Data Platform. arXiv:2301.10140.
