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Write a 250 to 300-word response to your classmate. Your reply must make a recommendation to your classmate of a peer reviewed journal article that provides additional information on their topic. In y

Write a 250 to 300-word response to your classmate. Your reply must make a recommendationto your classmate of a peer reviewed journal article that provides additional information on theirtopic. In your response, you should give a summary of the article in your own words and discusswhy it is relevant to their forum topic. It must be different than articles they reference in theirforum. Include an APA formatted citation at the bottom of the reply.

Introduction

Many researchers have found that leadership humility has a direct impact on follower or subordinate behavior and workplace outcomes (Leblanc, Rousseau, & Harvey, 2022; Maldonado, Vera, Spangler, & Spangler, 2022; Oc, et al., 2020; Qin, Chen, Yam, Huang, & Ju, 2020; Tariq, Abrar, & Bashir, 2023). In fact, positive outcomes such as creativity and innovation have been found when leaders exhibit humble behaviors (Leblanc, Rousseau, & Harvey, 2022; Oc, et al., 2020; Tariq, Abrar, & Bashir, 2023). Recent research also indicates the success of leadership humility involves both leader personality and subordinate personality (Leblanc, Rousseau, & Harvey, 2022; Maldonado, Vera, Spangler, & Spangler, 2022; Qin, Chen, Yam, Huang, & Ju, 2020; Tariq, Abrar, & Bashir, 2023). Further, recent studies reveal leadership humility may be developed and fostered (Maldonado, Vera, Spangler, & Spangler, 2022; Tariq, Abrar, & Bashir, 2023). This discussion will explore the importance of leadership humility, the positive outcomes associated with its use, personality and behavior factors that influence its effectiveness, and the possibility of further developing a leader’s humility in the workplace.

Current Trends

Leblanc, Rousseau, and Harvey (2022) studied leadership humility and found the use of this leadership style resulted in a social exchange among leader and subordinate which caused subordinates to mirror the humble behaviors of their leader. Ultimately, when subordinates engage in humility, their performance enhances through an increase in creativity and innovation (Leblanc, Rousseau, & Harvey, 2022). Additional research confirms the linkage between leadership humility and innovation, as it found that humble leader behavior resulted in subordinates who feel less vulnerable causing their creativity and innovation within the workplace to increase (Oc, et al., 2020). Tariq, Abrar, and Bashir (2023) also found that leadership humility resulted in a culture that fosters creativity and innovation, leading to positive work performance.

Several studies reveal that while leadership humility typically produces positive subordinate performance, the success and effectiveness of leadership humility is heavily influenced by leader and subordinate personality (Leblanc, Rousseau, & Harvey, 2022; Maldonado, Vera, Spangler, & Spangler, 2022; Qin, Chen, Yam, Huang, & Ju, 2020; Tariq, Abrar, & Bashir, 2023). Leblanc, Rousseau, and Harvey (2022) found that successful social exchange under leadership humility occurs when the subordinate has a proactive personality. Qin, Chen, Yam, Huang, and Ju (2020) found that leadership humility will lead to positive performance if the subordinate has a low level of self-serving attribution. Consequently, negative and deviant subordinate behavior occurs when the subordinate has a high level of self-serving attribution (Qin, Chen, Yam, Huang, & Ju, 2020). Maldonado, Vera, Spangler, & Spangler (2022) found the personality characteristics of a leader are directly related to the success of leadership humility.

Recent research indicates that an organization can further develop the humble behaviors of its leaders and create a culture that encourages humble behavior (Maldonado, Vera, Spangler, & Spangler, 2022; Tariq, Abrar, & Bashir, 2023). Maldonato, Vera, Spangler, and Spangler (2022) found that encouraging and training leaders on personality traits like openness, agreeableness, and conscientiousness could create a culture that encourages leadership humility. Additionally, Tariq, Abrar, and Bashir (2023) found creating a culture that encourages knowledge transfer and idea sharing fosters leadership humility.

Research reveals that leadership humility often has a positive impact on creativity, innovation, and performance (Leblanc, Rousseau, & Harvey, 2022; Oc, et al., 2020 Tariq, Abrar, & Bashir, 2023). Recent studies also identify the importance of both leader and follower personality during the social exchange that takes place under leadership humility (Leblanc, Rousseau, & Harvey, 2022; Maldonado, Vera, Spangler, & Spangler, 2022; Qin, Chen, Yam, Huang, & Ju, 2020; Tariq, Abrar, & Bashir, 2023). Further, research reveals an organization can enhance the effectiveness of leadership humility through its culture (Maldonado, Vera, Spangler, & Spangler, 2022; Tariq, Abrar, & Bashir, 2023).

Future Research

Future research should explore the importance of authentic leadership humility (Oc, et al., 2020). Tariq, Abrar, and Bashir (2023) believe there is a need to explore the different types of creativity that evolve under leadership humility. Leblanc, Rousseau, and Harvey (2022) believe future research should study the sequence that occurs between leadership humility and innovation. Qin, Chen, Yam, Huang, and Ju (2020) believe there is a need for additional research surrounding the negative impacts of leadership humility with a specific focus on cultural differences. Finally, Maldonado, Vera, Spangler, and Spangler (2022) believe future research should study the malleability of leadership humility.

References

Leblanc, P., Rousseau, V., & Harvey, J. (2022). Leader humility and team innovation: The role of team reflexivity and team proactive personality. Journal of Organizational Behavior, 43(8), 1396–1409. https://doi.org/10.1002/job.2648

Maldonado, T., Vera, D., Spangler, W., & Spangler, W. (2022). Unpacking humility: Leader humility, leader personality, and why they matter. Business Horizons, 65(2), 125-137. https://doi.org/10.1016/j.bushor.2021.02.032

Oc, B., Daniels, M., Diefendorff, J., Bashshur, M. D., Diefendorff, J., Bashshur, M., & Greguras, G. (2020). Humility breeds authenticity: How authentic leader humility shapes follower vulnerability and felt authenticity. Organizational Behavior and Human Decision Processes, 158, 112-125. https://doi.org/10.1016/j.obhdp.2019.04.008

Qin, X., Chen, C., Yam, K., Huang, M., & Ju, D. (2020). The double-edged sword of leader humility: Investigating when and why leader humility promotes versus inhibits subordinate deviance. Journal of Applied Psychology, 105(7), 693–712. https://doi.org/10.1037/apl0000456

Tariq, H., Abrar, M., & Bashir, A. (2023). Humility breeds creativity: The moderated mediation model of leader humility and subordinates’ creative service performance in hospitality. International Journal of Contemporary Hospitality Management, 35(12), 4117-4136.

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