Humble leader behavior and team creativity: the team learning perspective

Abstract

PurposeThis study argues that leader humility is an important facilitator of team creativity. Based on social learning theory, the study explores a new mechanism that links humble leader behavior to team creativity through a path of team learning.Design/methodology/approachData were collected in two private-owned technology companies located in South China. The two-time survey included 77 team leaders and 310 employees. An analysis of time-lagged, multisource data was conducted.FindingsEvidence shows that humble leader behavior promotes team learning behavior through a social learning process, with a subsequent increase in team creativity. This influence is also strengthened when leader effectiveness is high.Practical implicationsTeam creativity is an important determinant of organizational success. This research shows that humble leaders can motivate team creativity by acting as a role model. In addition, this research also reminds us that humble leader behavior loses its effect if the leader is incapable.Originality/valueThis research contributes to existing literature on humble leader behavior and team creativity, especially on the mechanisms and contingency effects between these factors.