From humble beginnings to a critical juncture: redirecting research on humble leadership
批判性回顾217篇谦逊领导力文献，指出定义混淆和测量问题，提出将谦逊视为自愿、公开、降低地位的信号行为，并整合信号理论与信用理论，开发可检验命题和实验范式。
Recent reviews portray humble leadership as a near-universal asset, yet a close inspection of 217 journal articles (274 studies) suggests the construct rests on shaky ground. Prevailing definitions conflate self-insight, appreciation of others, and teachability, variables rooted in other literatures, creating tautologies and valence-based halo. Measurement issues compound the problem: 84% of studies rely on surveys, so ratings of “humble leadership” are conflated by various mechanisms (e.g., evaluative judgments, performance-cue effects, omitted variables) and should not be used as independent variables. We argue that progress on this topic depends on shifting attention from traits and evaluations toward the behaviors that humility denotes: voluntary, public, status-minimizing acts through which leaders redirect credit away from themselves. With this definition, we integrate signaling theory with an idiosyncrasy-credit perspective, arguing that self-effacement behaviors function as costly signals: they translate into humility perceptions only when paired with accrued credit that is placed at risk. It follows, for instance, that signaling humility in the absence of established credit is likely to backfire. We develop testable propositions, a conceptual model linking accrued credit to signal credibility, and an incentive-compatible laboratory paradigm that enables identification of the causal effects of instrumented humility signaling. We conclude with recommendations for behavioral coding, archival text analysis, and experimentally grounded field designs that can replace halo-laden survey inferences with more credible evidence on when humility signaling helps, when it harms, and when it goes unnoticed.