Humble leadership and its outcomes: A meta-analysis
verifiedrich profile · Frontiers in Psychology · 2022
Luo, Yifei; Zhang, Zeyu; Chen, Qishu; Zhang, Kairui; Wang, Yijiang; Peng, Jianfeng
How this was studied
A meta-analytic synthesis — it pools many primary studies rather than running a single design, so there is no single-study diagram.
What this article reports
The findings we extracted from this work, normalized into Principia’s relationship form (X → Y). Each feeds the synthesized models below.
leader humility → task performance
leader humility → job satisfaction
Models this article informs
The meta-analytic priors this article contributes evidence to — its place in the broader synthesis.
leader humility correlates organizational citizenship behavior ocb
leader humility predicts job satisfaction
leader humility predicts task performance
In the authors’ words
The article’s own abstract.
The importance of humble leadership has garnered attention from both researchers and practitioners. Unfortunately, despite the accumulation of recent findings on the effects of leader humility, a quantitative review remains scant. In addressing this void, this study is among the first to conduct a meta-analytic review of humble leadership and its outcomes. Eighty-four correlations ( N = 16,534) from 53 independent studies are synthesized. The authors found that: (a) humble leadership is positively related to affective commitment (ρ = 0.56), affective trust (ρ = 0.62), creativity (ρ = 0.39), engagement (ρ = 0.40), leader–member exchange (LMX) (ρ = 0.58), job satisfaction (ρ = 0.51), organizational identification (ρ = 0.48), psychological empowerment (ρ = 0.33), self-efficacy (ρ = 0.24), task performance (ρ = 0.33), and voice (ρ = 0.34); and that (b) humble leadership contributes a significant incremental variance beyond transformational, servant, and ethical leadership in several crucial criterion variables, providing solid evidence for the construct's uniqueness. However, humble leadership does not explain incremental variance in some criterion variables, indicating that future studies should control for the influence of some positive leadership (e.g., transformational and servant leadership). Age, gender, study design, country, and year partially moderate the correlations of interest. We discuss our findings with caution and propose future research directions.
What the literature says about it
Attributed, open-access quotes from other works that cite this article, plus the citation-graph verdict tally. Corroborations and disputes, in one place — the honest-broker view.
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Assembled from Principia’s registry — bibliographic record, extracted effect sizes, the models they inform, and open-access citing literature.