Journal of Business Ethics

, Volume 148, Issue 1, pp 205–218 | Cite as

The Perceived Impact of Leaders’ Humility on Team Effectiveness: an Empirical Study

  • Arménio Rego
  • Miguel Pina e. Cunha
  • Ace Volkmann Simpson


We assess the perceived impact of leaders’ humility (both self and other-reported) on team effectiveness, and how this relationship is mediated by balanced processing of information. Ninety-six leaders (plus 307 subordinates, 96 supervisors, and 656 peers of those leaders) participate in the study. The findings suggest that humility in leaders (as reported by others/peers) is indirectly (i.e., through balanced processing) related to leaders’ perceived impact on team effectiveness. The study also corroborates literature pointing out the benefits of using other-reports (rather than self-reports) to measure humility, and suggests adding humility to the authentic leadership research agenda.


Balanced processing Leader humility Leaders’ perceived impact on team effectiveness 


Compliance with Ethical Standards

Conflict of interest

The authors declare that they have no conflict of interest.


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Copyright information

© Springer Science+Business Media Dordrecht 2016

Authors and Affiliations

  • Arménio Rego
    • 1
    • 2
  • Miguel Pina e. Cunha
    • 3
  • Ace Volkmann Simpson
    • 4
  1. 1.Universidade de AveiroAveiroPortugal
  2. 2.Instituto Universitário de Lisboa (ISCTE-IUL)Business Research UnitLisbonPortugal
  3. 3.Nova School of Business and EconomicsUniversidade Nova de LisboaLisbonPortugal
  4. 4.UTS Business SchoolUniversity of TechnologySydneyAustralia

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