The DOI matches its Crossref record; 17 of the 17 references it cites were found in a registry or an index.
How Does Leader Humility Influence Team Performance? Exploring the Mechanisms of Contagion and Collective Promotion Focus
Abstract
Using data from 607 subjects organized into 161 teams (84 laboratory teams, 77 organizational field teams), we examined how leader humility influences team interaction patterns, emergent states, and team performance. We develop and test a theoretical model, positing that, when leaders behave humbly, followers emulate their humble behaviors, creating a shared interpersonal team process (collective humility). This, in turn, creates a team emergent state focused on progressively striving toward achieving the team’s highest potential (collective promotion focus), which ultimately enhances team performance. We test our model across three studies wherein we manipulate leader humility to test the social contagion hypothesis (Study 1), examine the impact of humility on team processes and performance in a longitudinal team simulation (Study 2), and test the full model in a multistage field study in a health services context (Study 3). Our findings collectively support our theoretical model, demonstrating that leader behavior can spread via social contagion to followers, producing an emergent state that ultimately affects team performance. We contribute to the leadership literature by suggesting the need for leaders to lead by example and showing how a specific set of leader behaviors influence team performance, providing a template for future leadership research on a wide variety of leader behaviors.
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Cites
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“Goal-setting theory explains that individuals and teams are more likely to attain what they in-tently and specifically focus on because they develop strategies for realizing their target (Locke & Latham, 2002).”
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Cited by
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-citationHumble 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
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
Wibowo, A., & Paramita, W. (2022) · Journal of Leadership & Organizational Studies · doi:10.1177/15480518211068735 · Cited by 85
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
Self-citation
Metadata
- Authors
- Owens, B. P., & Hekman, D. R.
- Venue
- Academy of Management Journal
- Publisher
- Academy of Management
- Published
- 2016-06
- Volume
- 59
- Issue
- 3
- Pages
- 1088-1111
- ISSN
- 0001-4273 (ISSN-L)
- 1948-0989
- OpenAlex
- W1971851018
- Cited by
- 531
- References
- 17
- FWCI
- 29.72
- Type
- journal article
- Language
- en
- Open access
- closed
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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.
