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
Citation
OC, Burak; DANIELS, Michael A.; DIEFENDORFF, James M.; BASHSHUR, Michael Ramsay; and GREGURAS, Gary John.
Humility breeds authenticity: How authentic leader humility shapes follower vulnerability and felt authenticity. (2019). Organizational Behavior and Human Decision Processes. 1-14.
Available at: https://ink.library.smu.edu.sg/lkcsb_research/6238
Copyright Owner and License
Authors
Creative Commons License
This work is licensed under a Creative Commons Attribution-NonCommercial-No Derivative Works 4.0 International License.
Additional URL
https://doi.org/10.1016/j.obhdp.2019.04.008