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Leader-Expressed Humility: Development and Validation of Scales Based on a Comprehensive Conceptualization

Author

Listed:
  • Kraivin Chintakananda

    (University of Macau, Avenida da Universidade)

  • James M. Diefendorff

    (The University of Akron)

  • Burak Oc

    (Singapore Management University)

  • Michael A. Daniels

    (University of British Columbia)

  • Gary J. Greguras

    (Singapore Management University)

  • Michael R. Bashshur

    (Singapore Management University)

Abstract

We introduce new leader humility scales capturing a theoretically rich conceptualization of leader-expressed humility aligned with traditional and ethically-grounded philosophies. These scales draw from recent inductive research (Oc et al., 2015) identifying nine dimensions of leader-expressed humility: (1) having an accurate view of self, (2) recognizing follower strengths and achievements, (3) modeling teachability and being correctable, (4) leading by example, (5) showing modesty, (6) working together for the collective good, (7) empathy and approachability, (8) showing mutual respect and fairness, and (9) mentoring and coaching. The first three dimensions overlap with the most prominent conceptualization of leader-expressed humility in the literature (i.e., Owens et al., 2013). However, the latter six dimensions are unique and represent an expanded understanding of the humble behaviors of leaders, which have implications for leaders and their ethical behavior in organizations. We conducted three studies resulting in two versions of the leader-expressed humility measure: 1) a 27-item scale with the nine dimensions (i.e., the “Leader-Expressed Humility” [LEH] scale) and 2) a 9-item brief scale (i.e., the “Brief LEH” scale) comprised of one item from each of the nine dimensions. As an initial step, we generated a pool of items that reflected each dimension. Next, we validated the LEH and Brief LEH scales in Study 1 and cross-validated the Brief LEH scale in Study 2 with two samples of subordinates in Singapore. As a final step, in Study 3, we cross-validated the Brief LEH scale with a sample of subordinates in the United States.

Suggested Citation

  • Kraivin Chintakananda & James M. Diefendorff & Burak Oc & Michael A. Daniels & Gary J. Greguras & Michael R. Bashshur, 2024. "Leader-Expressed Humility: Development and Validation of Scales Based on a Comprehensive Conceptualization," Journal of Business Ethics, Springer, vol. 192(1), pages 129-146, June.
    • Handle: RePEc:kap:jbuset:v:192:y:2024:i:1:d:10.1007_s10551-023-05523-9
    DOI: 10.1007/s10551-023-05523-9
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    References listed on IDEAS

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    1. Bradley P. Owens & Michael D. Johnson & Terence R. Mitchell, 2013. "Expressed Humility in Organizations: Implications for Performance, Teams, and Leadership," Organization Science, INFORMS, vol. 24(5), pages 1517-1538, October.
    2. K. Bharanitharan & Zhen Xiong Chen & Somayeh Bahmannia & Kevin B. Lowe, 2019. "Is Leader Humility a Friend or Foe, or Both? An Attachment Theory Lens on Leader Humility and Its Contradictory Outcomes," Journal of Business Ethics, Springer, vol. 160(3), pages 729-743, December.
    3. Carnevale, Joel B. & Huang, Lei & Paterson, Ted, 2019. "LMX-differentiation strengthens the prosocial consequences of leader humility: An identification and social exchange perspective," Journal of Business Research, Elsevier, vol. 96(C), pages 287-296.
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