Expressed Humility in Organizations: Implications for Performance, Teams, and Leadership

Owens, Bradley P; Johnson, Michael D L; Mitchell, Terence R

doi:10.1287/orsc.1120.0795

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Expressed Humility in Organizations: Implications for Performance, Teams, and Leadership

Author(s): Bradley P. Owens , Michael D. Johnson , Terence R. Mitchell

Publication date Created: October 2013

Publication date (Print): October 2013

Journal: Organization Science

Publisher: Institute for Operations Research and the Management Sciences (INFORMS)

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PSYCHOLOGICAL CONDITIONS OF PERSONAL ENGAGEMENT AND DISENGAGEMENT AT WORK.

W. A. Kahn (1990)

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A cognitive-affective system theory of personality: reconceptualizing situations, dispositions, dynamics, and invariance in personality structure.

Walter Mischel, Yuichi Shoda (1995)

A theory was proposed to reconcile paradoxical findings on the invariance of personality and the variability of behavior across situations. For this purpose, individuals were assumed to differ in (a) the accessibility of cognitive-affective mediating units (such as encodings, expectancies and beliefs, affects, and goals) and (b) the organization of relationships through which these units interact with each other and with psychological features of situations. The theory accounts for individual differences in predictable patterns of variability across situations (e.g., if A then she X, but if B then she Y), as well as for overall average levels of behavior, as essential expressions or behavioral signatures of the same underlying personality system. Situations, personality dispositions, dynamics, and structure were reconceptualized from this perspective.