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Humility and Charismatic Leadership: A Boost or Bust for Leadership Outcomes in the Russian Context

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Abstract

This study unpacks how leader humility and charisma are related to leader effectiveness and satisfaction with the leader and examines how the need for leadership may moderate these relationships. We used data from 252 respondents from Russian companies in a 2 (high vs. low leader charisma) × 2 (high vs. low leader humility) vignette design in which levels of charisma and humility were manipulated. While leader humility was found to have a positive effect on satisfaction with a leader, no significant link between leader humility and leader effectiveness was observed in this study. Leader charisma was positively related to leader effectiveness and satisfaction with the leader. The interaction between leader charisma and leader humility in relation to leadership outcomes was found to be positive and significant. The need for leadership did not affect the relations between leader charisma and leader humility on the one hand and outcome variables on the other hand. However, the need for leadership did show strong positive relations with both leader effectiveness and satisfaction with the leader. The study's findings suggest that leader humility increases prosocial orientation and cooperation between the leaders and followers leading to higher satisfaction with the leaders. Leader charisma may motivate the subordinate more, resulting in greater (perceived) effectiveness of the leader and increasing satisfaction with the leader. Leader charisma and humility can interact, reinforcing higher leadership outcomes. Though results are based on a single cultural context, investigating the interaction between leader charisma and leader humility with leadership outcomes offers implications for theory and practice.

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Acknowledgements

Authors are thankful to following for their valuable comments on the first draft of this paper: Professor Giles Hirst, Professor, Research School of Management, College of Business & Economics, Australian National University, Ngunnawal and Ngambri Country, Acton ACT Australia 2601 & Visiting Fellow, Judge Business School, University of Cambridge. Cambridge, UK. Email: giles.hirst@anu.edu.au. Professor Sagar Sharma, Professor Emeritus & Former Professor &Head, Department of Psychology, Himachal Pradesh University, Shimla, H.P. Email: sagar1939@gmail.com

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Authors and Affiliations

  1. Australian National University, Canberra, Australia

    Raghuvar Dutt Pathak

  2. University of the South Pacific, Suva, Fiji

    Raghuvar Dutt Pathak

  3. Higher School of Economics, Graduate School of Business, 26-28, Shabolovka Str., Moscow, Russia, 119049

    Titov Sergei

  4. Vrije Universiteit Amsterdam, Amsterdam, Netherlands

    Reinout E. de Vries

  5. Jack. H. Brown College of Business and Public Administration, California State University San Bernardino, San Bernardino, USA

    Vipin Gupta

  6. Orfalea College of Business, Cal Poly, San Luis Obispo, USA

    Stern Neill

  7. College of Business, Al Ain University, Abu Dhabi Campus, Abu Dhabi, United Arab Emirates

    Zafar Husain

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  1. Raghuvar Dutt Pathak
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  2. Titov Sergei
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  3. Reinout E. de Vries
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Correspondence to Zafar Husain.

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A co-author, Zafar Husain is on Editorial Board of the Journal.

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Appendices

Appendix A: Factor Loadings for Model Variables

Factor

Indicator

Estimate

Std. Error

Perceived leader effectiveness

v_eff2

0.70

0.02

v_eff4

0.84

0.02

v_eff5

0.81

0.02

Need for leader

v_nfs2

0.70

0.03

v_nfs4

0.76

0.03

Satisfaction with leader

v_sat1

0.84

0.02

v_sat2

0.82

0.02

v_sat3

0.86

0.02

v_sat4

0.91

0.02

Leader humility

c_hum04

0.86

0.03

c_hum06

0.88

0.04

Leader charisma

c_cha02

0.83

0.03

c_cha06

0.85

0.03

Appendix B: Model Fit Chi-Square Test

Model

χ2

df

p-value

Baseline model

11,534.92

78

 

Factor model

96.694

55

 < 0.001

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Pathak, R.D., Sergei, T., de Vries, R.E. et al. Humility and Charismatic Leadership: A Boost or Bust for Leadership Outcomes in the Russian Context. Glob J Flex Syst Manag 25, 101–116 (2024). https://doi.org/10.1007/s40171-023-00364-x

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