Leader humility in Singapore |
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| Institution: | 1. Department of Management and Technology, Center for Research in Innovation Organization Strategy & Entrepreneurship, Bocconi University, Milan, 20135, Italy;2. Organisational Behavior and Human Resources, Lee Kong Chian School of Business, Singapore Management University, 50, Stamford Road, Singapore, 178899, Singapore;3. Bowling Green State University, Department of Psychology, 240 Psychology Building, Bowling Green, OH 43402, USA;4. Industrial/Organizational Psychology, University of Akron, Akron, OH 44325-1901, USA;1. Antai College of Economics and Management, Shanghai Jiao Tong University, Shanghai 200052, China;2. Management & Organizations, The University of Iowa, W324 John Pappajohn Bus Bldg, Iowa City, IA 52242-1994, USA;3. School of Labor and Employment Relations, University of Illinois, USA;1. School of Social Sciences, Singapore Management University, Singapore;2. Department of Psychology, National Chung Cheng University, Taiwan;3. Department of Psychology, National Taiwan University, Taiwan;4. California School of Organizational Studies, Alliant International University, USA;5. Department of Human Resource Management, National Sun Yat-Sen University, Taiwan;1. Department of Management and Organization, Centre for Strategic Leadership, National University of Singapore (NUS), Singapore;2. IMD Business School, Lausanne 1001, Switzerland;3. Najafi Global Mindset Institute, Thunderbird School of Global Management, Arizona State University, 1 Global Place, Glendale, AZ 85306, USA;4. Guanghua School of Management, Behavioral Research Center, Peking University, Beijing 100871, China;1. Wharton School, University of Pennsylvania, Philadelphia, PA 19104-6370, USA;2. Hong Kong University of Science & Technology, Hong Kong;1. Guanghua School of Management, Peking University, No. 5 Yiheyuan Road, Haidian District, Beijing 100871, China;2. Mendoza College of Business, University of Notre Dame, Notre Dame, IN 46556, United States;3. Fudan University, China;1. Technische Universität München, TUM School of Management, Germany;2. Ludwig-Maximilians-Universität München, LMU Center for Leadership and People Management, Germany |
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| Abstract: | The theoretical development and empirical testing of the effects of humility in the organizational sciences is surprisingly rare. This is especially pronounced in the study of leadership in Asian contexts. To address this we employ a qualitative approach to examine the conceptualization of leader humility in Singapore and assess whether this conceptualization differs from other emerging conceptualizations of leader humility. In Study 1, using semi-structured interviews of 25 Singaporeans, we identified nine major dimensions of humble leader behaviors and explored our participants' beliefs about culturally-based differences in leader humility. In Study 2 (N = 307), we generalized our findings to a broader sample and explored how the nine dimensions fit with existing taxonomies. In addition to replicating all of the Western conceptual dimensions of humility, we identified five unique dimensions of behaviors indicative of leader humility in Singapore. |
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