Abstract
This paper aims to provide insights into the theory of leader humility by exploring its potential boundary condition. Extant research mostly views leader humility as a type of universally positive leadership style and discuss it within a stable organizational context, little is known about its boundary condition and effect within a dynamic context. Therefore, we specifically test perceived environmental uncertainty as an important boundary condition of leader humility. With data gathered from 219 participants, using a time-lagged research design, we find that the positive indirect effect between leader humility and subordinate task performance depends on the degree of perceived environmental uncertainty. Theoretical and practical implications for leadership and work teams are discussed.
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