Abstract
While previous studies have demonstrated that humble leader behavior is effective in organizations, we challenge this positive conclusion by investigating specific circumstances under which such behavior can have a potential “dark side.” Based on implicit leadership theory, we explore how humble leader behavior in uncertain environments affects perceived leader indecisiveness and effectiveness. Results from an experiment and a field study show that humble leader behavior is negatively related to leader effectiveness, as demonstrated by the followers’ perceived leader indecisiveness when environmental uncertainty is high. Our research reveals the potential cost of humble leader behavior under high-uncertainty environments, thus contributing to literature on humble leader behavior.
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