How Do Followers Like Leader Humility? It Depends on Their Perception of Leader Competence!

Abstract

Recent studies suggest that leader humility can be positive and negative, but knowledge of when leader humility may exert influence is scarce. Utilizing attribution theory, we explore the contingency of when leader humility is likely to be perceived as effective by subordinates and hence has impact on team performance. Results from a survey study of 162 corporate executives and their direct 660 subordinates indicate that leader competence moderates the relationship between leader humility and subordinates perceived leadership effectiveness. Specifically, when a leader is low in competence, leader humility is negatively associated with subordinates’ perceptions of leadership effectiveness. In contrast, when a leader is high in competence, the relationship between leader humility and subordinates perceived leadership effectiveness is positive. Our results also support our hypothesized conditional indirect effect such that leadership effectiveness mediates the interactive effect of leader humility and leader competence on team performance. Specifically, the higher competence a leader has, his/her humility would be perceived more effective and hence positively related to team performance; however, the lower competence a leader has, his/her humility is likely to be perceived less effective and hence negatively related to team performance. Our results advance theory and practice by identifying the boundary condition that determines the effectiveness of leader humility.