The DOI matches its Crossref record; 99 of the 99 references it cites were found in a registry or an index.
Do Humble CEOs Matter? An Examination of CEO Humility and Firm Outcomes
Abstract
We propose a mediation model to explain the relationship between CEO humility and firm performance. Building on upper echelons, power, and paradox theories, we hypothesize that when a more humble CEO leads a firm, its top management team (TMT) is more likely to collaborate, share information, jointly make decisions, and possess a shared vision. The firm will also tend to have lower pay disparity between the CEO and the TMT. The humble CEO and TMT, in turn, will be more likely to adopt an ambidextrous strategic orientation, which will be associated with stronger firm performance. We tested the model by using both survey and archival data that were collected at multiple time points from 105 small-to-medium-sized firms in the computer software and hardware industry in the United States. Findings largely support our theoretical assertions, suggesting that CEO humility has important implications for firm processes and outcomes.
Overview
The claims and statistics of this paper haven’t been checked yet.
Run the check — free, no account needed. It reads the open-access text and checks the sources it cites.
Integrity signals
Registry
Cites
Statistics
Verification
Claims the paper makes
The claims and statistics of this paper haven’t been checked yet.
Run the check — free, no account needed. It reads the open-access text and checks the sources it cites.
Self-check
Percentages, sums and reported differences re-computed from the paper’s own numbers.
The self-check needs the paper’s full text.
Citations
Cites
Baron, R. M., & Kenny, D. A. (1986) · Journal of Personality and Social Psychology · doi:10.1037/0022-3514.51.6.1173 · Cited by 91,532
(2013) · Cited by 44,563
Structural equation modeling in practice: A review and recommended two-step approach
Anderson, J. C., & Gerbing, D. W. (1988) · Psychological Bulletin · doi:10.1037/0033-2909.103.3.411 · Cited by 41,941
Armstrong, J. S., & Georgoff, D. M. (1988) · International Journal of Forecasting · doi:10.1016/0169-2070(88)90019-2 · Cited by 17,894
Structural Equations with Latent Variables.
Clogg, C. C., & Bollen, K. A. (1991) · Contemporary Sociology · doi:10.2307/2072165 · Cited by 17,442
Structural Equations with Latent Variables
Bollen, K. A. (1989) · Wiley series in probability and statistics · doi:10.1002/9781118619179 · Cited by 17,277
Organizational culture and leadership
(1993) · Long Range Planning · doi:10.1016/0024-6301(93)90120-5 · Cited by 16,462
Hu, L.-T., & Bentler, P. M. (1998) · Psychological Methods · doi:10.1037/1082-989x.3.4.424 · Cited by 12,298
Research in Organizational Behavior.
Grimes, A. J., Cummings, L. L., & Staw, B. M. (1986) · Administrative Science Quarterly · doi:10.2307/2392975 · Cited by 10,899
Research in Organizational Behavior
Hammer, E. R., Cummings, L. L., & Staw, B. M. (1984) · The Academy of Management Review · doi:10.2307/258300 · Cited by 10,806
Cited by
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
Ali, M., Zhang, L., Shah, S. J., Khan, S., & Shah, A. M. (2020) · Leadership & Organization Development Journal · doi:10.1108/lodj-05-2019-0230 · Cited by 123
Chandler, J. A., Johnson, N. E., Jordan, S. L., B, D. K., & Short, J. C. (2023) · The Leadership Quarterly · doi:10.1016/j.leaqua.2022.101660 · Cited by 105
Qin, X., Liu, X., Brown, J. A., Zheng, X., & Owens, B. P. (2021) · Journal of Business Ethics · doi:10.1007/s10551-019-04250-4 · Cited by 64
Metadata
- Authors
- Ou, A. Y., Waldman, D. A., & Peterson, S. J.
- Venue
- Journal of Management
- Publisher
- SAGE Publications
- Published
- 2015-09-21
- Volume
- 44
- Issue
- 3
- Pages
- 1147-1173
- ISSN
- 0149-2063 (ISSN-L)
- 1557-1211
- OpenAlex
- W2239820613
- Cited by
- 344
- References
- 99
- FWCI
- 17.21
- Type
- journal article
- Language
- en
- Open access
- closed
About these checks
Registry, retraction, Cites and statistics results are computed, not judged, with one exception: a printed reference that no index lists is read once by a model before it counts as a citation error. Claims are extracted by a model and kept only when their quote appears verbatim in the text; each cited source is then checked, with a model’s help, for whether it says what the claim relies on. Those verdicts can be wrong — read the claim’s quote and the cited source before relying on one.
Statistics and arithmetic are recomputed, not judged.
Confidence bands are shown only for fields calibrated on our annotated test set. None is calibrated yet, so no band is shown.
What counts as a claim ›How we measure confidence ›How we check this ›
Are you an author, or do you see a problem with this page? Request a review
How to cite
Cite CoChat for the checks on this page, and the paper for its own findings.
- This page
- CoChat. (2026). Citation check: Do Humble CEOs Matter? An Examination of CEO Humility and Firm Outcomes. https://app.cochat.ai/papers/10.1177/0149206315604187
- The paper
- Ou, A. Y., Waldman, D. A., & Peterson, S. J. (2018). Do Humble CEOs Matter? An Examination of CEO Humility and Firm Outcomes. Journal of Management. https://doi.org/10.1177/0149206315604187
Data sources
Bibliographic data: Semantic Scholar, OpenAlex, Crossref.
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.