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Is Leader Humility a Friend or Foe, or Both? An Attachment Theory Lens on Leader Humility and Its Contradictory Outcomes

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  • K. Bharanitharan

    (The Australian National University)

  • Zhen Xiong Chen

    (The Australian National University)

  • Somayeh Bahmannia

    (University of Otago)

  • Kevin B. Lowe

    (University of Sydney)

Abstract

As studies continue to accumulate on leader humility, it has become clear that humility (one of the moral virtues) in a leader is largely beneficial to his or her followers. While the majority of the empirical research on this topic has demonstrated the positive effects of leader humility, this study challenges that consensus by arguing that a leader’s humble behavior can have contradictory outcomes in followers’ voice behavior. Drawing on attachment theory, we develop a model which takes into account the ways in which leader humility influences the seemingly contradictory voice behavior of followers, i.e., inducing challenging voice (promoting the flexibility toward changes), and defensive voice (showing the persistence toward changes) depending on the followers’ sense of security as reflected by feeling trusted (sensing the leaders’ confidence in them) and self-efficacy for voice (sense of self-confidence). The results of this empirical study confirm that leader humility influences followers’ voice in a contradictory way through their sense of security.

Suggested Citation

  • 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.
    • Handle: RePEc:kap:jbuset:v:160:y:2019:i:3:d:10.1007_s10551-018-3925-z
    DOI: 10.1007/s10551-018-3925-z
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    Cited by:

    1. SuJin Son & Jae Young Lee, 2023. "When Humble Leaders Enhance Employee Job Crafting: The Role of Gender and Trust in Leaders," SAGE Open, , vol. 13(3), pages 21582440231, July.
    2. Sarah Brooks & John Richmond & John Blenkinsopp, 2023. "Applying a Lens of Temporality to Better Understand Voice About Unethical Behaviour," Journal of Business Ethics, Springer, vol. 188(4), pages 681-692, December.
    3. Lianying Zhang & Xiaocan Li & Ziqing Liu, 2022. "Fostering Constructive Deviance by Leader Moral Humility: The Mediating Role of Employee Moral Identity and Moderating Role of Normative Conflict," Journal of Business Ethics, Springer, vol. 180(2), pages 731-746, October.

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