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      Why Do Leaders Express Humility and How Does This Matter: A Rational Choice Perspective

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          Abstract

          The utility of leader humility expressing behavior has been examined by several studies across multiple levels. However, our knowledge about why leaders express humility continues to be sparse. Drawing on rational choice theory, this paper proposes a model examining whether followers’ capability triggers leader’s humility expressing behavior and how followers’ interpretations of it influence its effectiveness. Results from 278 leader-follower dyads from a time-lagged research design showed that followers’ capability as perceived by the leader is positively related to leader-expressed humility and, in turn, this behavior would conditionally enhance follower trust, that is, followers will trust the humble leader less when they attribute leader’s expressed humility more to serving impression management motives. Several theoretical and practical implications of this observation are discussed in this study.

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          Common method biases in behavioral research: a critical review of the literature and recommended remedies.

          Interest in the problem of method biases has a long history in the behavioral sciences. Despite this, a comprehensive summary of the potential sources of method biases and how to control for them does not exist. Therefore, the purpose of this article is to examine the extent to which method biases influence behavioral research results, identify potential sources of method biases, discuss the cognitive processes through which method biases influence responses to measures, evaluate the many different procedural and statistical techniques that can be used to control method biases, and provide recommendations for how to select appropriate procedural and statistical remedies for different types of research settings.
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            Authentic leadership development: Getting to the root of positive forms of leadership

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              Negativity Bias, Negativity Dominance, and Contagion

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                Author and article information

                Contributors
                Journal
                Front Psychol
                Front Psychol
                Front. Psychol.
                Frontiers in Psychology
                Frontiers Media S.A.
                1664-1078
                21 August 2019
                2019
                : 10
                Affiliations
                1School of Business Administration, Guizhou University of Finance and Economics , Guiyang, China
                2The Pearl River Hydraulic Research Institute , Guangzhou, China
                3School of Business, Guangdong University of Foreign Studies , Guangzhou, China
                Author notes

                Edited by: Darren C. Treadway, University at Buffalo, United States

                Reviewed by: Shane Connelly, The University of Oklahoma, United States; Alessandro De Carlo, Giustino Fortunato University, Italy

                *Correspondence: Xiao Chen, xiaochen_hrm@ 123456163.com

                This article was submitted to Organizational Psychology, a section of the journal Frontiers in Psychology

                Article
                10.3389/fpsyg.2019.01925
                6712434
                Copyright © 2019 Yang, Zhang and Chen.

                This is an open-access article distributed under the terms of the Creative Commons Attribution License (CC BY). The use, distribution or reproduction in other forums is permitted, provided the original author(s) and the copyright owner(s) are credited and that the original publication in this journal is cited, in accordance with accepted academic practice. No use, distribution or reproduction is permitted which does not comply with these terms.

                Counts
                Figures: 2, Tables: 4, Equations: 0, References: 79, Pages: 12, Words: 0
                Categories
                Psychology
                Original Research

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