An examination of whether and how leader humility enhances leader personal career success
研究谦逊领导力如何通过非正式职业指导提升领导者的组织地位和晋升可能性，基于610名领导者的多源数据验证了谦逊、指导行为、地位与晋升之间的链式关系。
Abstract Humble leaders are traditionally thought to create a great deal of human and social capital, yet be overshadowed by self‐promoting rivals for promotions. We propose that through informal career mentoring, humble leaders can improve their organizational status and promotability. We tested our model among a multisource sample of 610 leaders across 18 industries and 21 job functions who participated in a leader development program. Leader humility was reported by the focal leaders' peers, leader mentoring behavior was reported by the focal leaders' direct reports, leader status was reported by the focal leaders' immediate bosses, and leader promotability was reported by the focal leaders' superiors. Results generally confirmed that leader humility predicted leader mentoring behavior, which in turn predicted leader status, and ultimately higher leader promotability ratings. We discuss how our findings extend and enrich the literatures on leader humility and mentoring, showing how humble leaders can ascend organizational hierarchies.