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首页> 外文期刊>Journal of Applied Psychology >The Double-Edged Sword of Leader Humility: Investigating When and Why Leader Humility Promotes Versus Inhibits Subordinate Deviance
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The Double-Edged Sword of Leader Humility: Investigating When and Why Leader Humility Promotes Versus Inhibits Subordinate Deviance

机译：领导者谦卑的双刃剑：调查何时以及为何领导谦卑促进与抑制从属偏差

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摘要

Extant research has uniformly demonstrated that leader humility is beneficial for subordinates, teams, and even organizations. Drawing upon attribution theory, we challenge this prevailing conclusion by identifying a potential dark side of leader humility and suggesting that leader humility can be a mixed blessing. We propose that the effects of leader humility hinge on subordinates' attributions of such humble behavior. On the one hand, when subordinates attribute leader humility in a self-serving way, leader humility is positively associated with subordinate psychological entitlement, which in turn increases workplace deviance. On the other hand, when subordinates do not attribute leader humility in a self-serving way, leader humility is positively associated with leader-member exchange, which in turn decreases workplace deviance. We found support for our hypotheses across a field study and an experiment. Taken together, our findings reveal the perils and benefits of leader humility and the importance of examining subordinate attributions in this unique leadership process.
机译：现存的研究已经统一证明，领导者谦卑对下属，团队甚至组织有益。绘制归因理论，我们通过识别领导谦卑的潜在黑暗的一面挑战这一现行结论，并提出领导者谦卑可以是一个混合的祝福。我们建议领导谦虚铰链对诸如谦卑行为的下属归属的影响。一方面，当下属属性以自信方式谦卑时，领导者谦卑与下级心理权利正相关，这反过来增加了工作场所偏差。另一方面，当下属没有以自我服务方式归因于领导者谦卑时，领导谦卑与领导者交换呈正相关，这反过来减少了工作场所偏差。我们发现对田间研究和实验的假设支持。我们的调查结果一起揭示了领导者谦卑的危险和益处，并在这个独特的领导过程中检查了从属归因的重要性。

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