Leader humility in Singapore

Publication Type

Conference Paper

Publication Date



find that analysts work harder in bad times, but their earnings forecasts accuracy is worse and thatThe theoretical development and empirical testing of the effects of humility in the organizational sciences is surprisingly rare. This is especially pronounced in the study of leadership in Asian contexts. To address this we employ a qualitative approach to examine the conceptualization of leader humility in Singapore and assess whether this conceptualization differs from other emerging conceptualizations of leader humility. In Study 1, using semi-structured interviews of 25 Singaporeans, we identified nine major dimensions of humble leader behaviors and explored our participants' beliefs about culturally-based differences in leader humility. In Study 2 (N = 307), we generalized our findings to a broader sample and explored how the nine dimensions fit with existing taxonomies. In addition to replicating all of the Western conceptual dimensions of humility, we identified five unique dimensions of behaviors indicative of leader humility in Singapore. factors as well as music contents simultaneously. Furthermore, pseudo-observations are proposed to overcome the cold-start and sparsity problems. An extensive experimental study based on different test collections demonstrates that Just-for-Me system can significantly improve the recommendation performance at various geo-locations.


Leader behavior, Leader humility, Humility, Leadership in Asia, Qualitative research




29th Annual Meeting of the Society for Industrial and Organizational Psychology

City or Country

Honolulu, HI

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