Humble Leader Behavior and Its Effects on Performance at the Team and Individual Level: A Multi-Perspective Study
基于社会信息加工理论，研究谦逊领导行为如何通过组织自尊和团队效能感影响个人与团队绩效，并发现团队认知多样性会增强这种正向效应。
Drawing upon social information processing theory, this study builds a multilevel model to explore the effects of humble leader behavior on performance in teams. Time-lagged and multi-source data were gathered from 298 employees across 70 work teams. Results indicated that at the individual level, humble leader behavior was positively related to individual performance via organization-based self-esteem, while at the team level, humble leader behavior was positively related to team performance via team potency. Moreover, team cognitive diversity moderated the indirect effects of humble leader behavior on individual and team performances, such that the positive indirect effects were stronger for teams with high cognitive diversity than for those with low cognitive diversity. Implications and limitations are also discussed.