A meta-analysis of humble leadership: Reviewing individual,team, and organizational outcomes of leader humility |
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| Institution: | 1. Department of Management, G. Brint Ryan College of Business, University of North Texas, Denton, TX 76201, United States;2. School of Business, University of Northern British Columbia, Prince George, BC V6T 1Z4, Canada;1. Aalto University School of Business, Finland;2. CEPR, United Kingdom;3. IFN, Sweden;4. BI Norwegian Business School, Norway;5. Hanken School of Economics, Finland;1. Department of Experimental and Applied Psychology, VU Amsterdam, the Netherlands;2. Institute of Psychology, Leiden University, the Netherlands;1. University of North Carolina, Charlotte, United States;2. James Madison University, United States;3. Tennessee Tech University, United States;4. Explosion, Berlin, Germany;5. Georgia Institute of Technology, Atlanta, Georgia;1. Business School, The University of Queensland, Brisbane, Qld 4072, Australia;2. Miami Herbert Business School, University of Miami, Florida, USA;3. School of Business, University of New South Wales ADFA, Canberra 2610, Australia;4. School of Labor and Employment Relations, University of Illinois at Urbana-Champaign, USA |
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| Abstract: | Humility is a concept grounded in a self-view that something greater than oneself exists. A multitude of disciplines to date have sought to understand how humility impacts leaders, as well as the individuals, teams, and organizations they lead. Despite overlapping research questions, methodologies, and empirical contexts, studies examining leader humility have developed largely in isolation with little overlap between fields. This has created a fundamental divide between micro and macro researchers who suggest that humility is conceptualized as both a mutable behavioral state and a stable leader trait, respectively. We provide a systematic review of research on leader humility at multiple organizational levels of analysis to provide linkages across disciplinary and theoretical divides. We couple our systematic review with a meta-analysis of 212 unique studies, identifying 99 estimates for the relationships between leader humility and numerous individual, team, and organizational variables. Among all variables, we find humble leadership most strongly predicts followers’ satisfaction with the leader and the leaders’ participative decision making. We also find humble leadership does not affect their own job performance or the performance of organizations, but improves the performance of their followers and teams. Building on our results, we call for research across academic disciplines. |
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| Keywords: | Leader humility Humble leaders Systematic review Meta-analysis Leader humility outcomes Nomological network |
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