Proloog tagasihoidliku juhtimispraktika juurde

Tagasihoidlikkus võib paljudele tunduda lausa sobimatu omadus juhile. Kuidas aga tagasihoidlik juhtimispraktika mõjutab indiviidi- ja grupitasandi sooritust, selle kohta võib siit artiklist mõndagi teada saada.


As the business environment becomes increasingly dynamic and uncertain, the goal of inspiring followers’ initiative and passion at work has become progressively important for leadership effectiveness. Under such a trend, compared with leaders’ own charisma or authority, more emphasis is placed on their roles of serving and demonstrating bottom-up, follower-oriented leadership processes

Tagasihoidliku praktika mõtestamine:

Humble leader behavior is defined as an interpersonal characteristic that connotes three dimensions: (a) admitting personal limitations and mistakes, (b) spotlighting followers’ strengths and contributions, and (c) modeling teachability

Autorid seavad fookuse:

we focus on the motivational perspective as a new theoretical approach to examine the underlying mechanism of humble leader behavior.

Uurimuse eesmärk:

the current study aims to propose a new theoretical lens to uncover the multilevel influence of humble leader behavior on individual and team performances. Drawing upon the social information processing theory (Lord, Foti, & De Vader, 1984; Salancik & Pfeffer, 1978), we propose that by putting followers, rather than leaders, in a central position, humble leader behavior signals recognition and respect for team members.

Mõned järeldused:

We found that humble leader behavior could enhance individual performance via OBSE and enhance team performance via team potency. Moreover, the indirect effects of humble leader behavior on individual and team performances were more pronounced in teams with high cognitive diversity than in those with low cognitive diversity.

Panus teoreetilisse diskussiooni:

First, we contribute to the literature on leadership. We conducted a multilevel examination on the effects of humble leader behavior at the individual and team levels. […] Second, we contribute to the literature on humble leader behavior. […] Third, this study bridges team diversity and humble leader behavior by considering team cognitive diversity as a contingent factor in the effects of humble leader behavior. […] Finally, the functions of humble leader behavior in China are explored, thereby extending the external validity of the construct.

Liu, S., Lucy Liu, X., Wang, H., & Wang, Y. (2021). Humble Leader Behavior and Its Effects on Performance at the Team and Individual Level: A Multi-Perspective Study. Group & Organization Management.