Publication Type

Journal Article

Version

submittedVersion

Publication Date

5-2019

Abstract

Integrating existing work that considers the self through an interpersonal lens with theories pertaining to leader humility and authenticity, we develop a moderated mediation model that theorizes how and under what circumstances leader humility relates to follower felt authenticity. We argue that followers feel less vulnerable when their leaders express humility and further that this relation becomes weaker as the authenticity of leader humility decreases. We also theorize that follower vulnerability is the mechanism explaining the interactive effect of leader humility and its authenticity on follower felt authenticity at work. Our theoretical model was supported across four studies employing both correlational and experimental designs. These results contribute to our understanding of the interpersonal antecedents of authenticity at work as well as the growing body of research on the impact that leader humility has on important employee outcomes.

Keywords

Authentic humility, Felt authenticity, Leader humility, Vulnerability

Discipline

Leadership Studies | Organizational Behavior and Theory

Research Areas

Organisational Behaviour and Human Resources

Publication

Organizational Behavior and Human Decision Processes

First Page

1

Last Page

14

ISSN

0749-5978

Identifier

10.1016/j.obhdp.2019.04.008

Publisher

Elsevier

Copyright Owner and License

Authors

Additional URL

https://doi.org/10.1016/j.obhdp.2019.04.008

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