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Leader-Expressed Humility Predicting Team Psychological Safety: A Personality Dynamics Lens

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Abstract

In an application of the personality dynamics framework, we advance understanding on the relationship between baseline leader humility and team psychological safety by exploring the roles of humility variability and attractor strength. Specifically, we examine how the (in)consistency (i.e., variability) of leader-expressed humility across team members operates as a boundary condition in the relationship between leader-expressed humility and team psychological safety. We also explore how the agreement between leader self-reported humility and leader-expressed humility (i.e., self-other agreement, SOA) operates as an attractor to predict such a consistency. We test the hypothesized model through a sample of 85 teams, rated by 354 team members. The findings suggest that consistency reinforces, while inconsistency weakens, the effect of leader-expressed humility on team psychological safety. The findings also reveal that SOA relates to the consistency of leader-expressed humility, depending on the level at which the (dis)agreement occurs. We conclude that to better understand the outcomes of humble leadership, it is necessary to take into account not only the baseline of humility expressed by the leader (as most studies do), but also his/her humility variability and the strength of the attractor.

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Funding

This work was funded by National Funds through FCT—Fundação para a Ciência e Tecnologia under the projects Ref. UID/GES/00731/2019, UID/GES/00315/2019, UID/ECO/00124/2019, and Social Sciences DataLab, LISBOA-01-0145-FEDER-022209), POR Lisboa (LISBOA-01-0145-FEDER-007722, LISBOA-01–0145-FEDER-022209) and POR Norte (LISBOA-01-0145-FEDER-022209).

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Authors and Affiliations

  1. Católica Porto Business School, Universidade Católica Portuguesa, Rua de Diogo Botelho, 1327, 4169-005, Porto, Portugal

    Arménio Rego

  2. Instituto Universitário de Lisboa (ISCTE-IUL), Business Research Unit (Portugal), Lisbon, Portugal

    Arménio Rego

  3. Escola Superior de Tecnologia e Gestão de Águeda (ESTGA-UA), Universidade de Aveiro, Aveiro, Portugal

    Ana I. Melo

  4. Centre for Research in Higher Education Policies (CIPES), Matosinhos, Portugal

    Ana I. Melo

  5. College of Business, University of Colorado Colorado Springs, 1420 Austin Bluffs Pkwy, Colorado Springs, CO, 80918, USA

    Dustin J. Bluhm

  6. Fundação Amélia de Mello Professor of Leadership, Nova School of Business and Economics, Universidade Nova de Lisboa, Campus de Carcavelos, Rua da Holanda, n.º 1, 2775-405, Carcavelos, Portugal

    Miguel Pina e Cunha

  7. Pontifícia Universidade Católica do Paraná, Curitiba, Brazil

    Dálcio Reis Júnior

  8. Grupo de Pesquisa em Inovação e Competitividade/PPGCOOP, Rua Imaculada Conceição, 1155, Bairro Prado Velho, Curitiba, CEP 80215-901, Brazil

    Dálcio Reis Júnior

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  1. Arménio Rego
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  2. Ana I. Melo
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Correspondence to Arménio Rego.

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Appendix

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Surface analysis: team psychological safety as predicted by the (dis)agreement between leader self-reported humility and leader-expressed humility.

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Rego, A., Melo, A.I., Bluhm, D.J. et al. Leader-Expressed Humility Predicting Team Psychological Safety: A Personality Dynamics Lens. J Bus Ethics 174, 669–686 (2021). https://doi.org/10.1007/s10551-020-04622-1

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