Journal article
The multilevel correlates, contributions, and consequences of leader humility in humanitarian aid work
Frontiers in psychology, Vol.14, 1188109
12/01/2023
DOI: 10.3389/fpsyg.2023.1188109
PMCID: PMC10751791
PMID: 38152564
Abstract
ObjectiveLeader humility has been linked to many positive outcomes but not examined in humanitarian aid work. Three studies examined the multilevel correlates, contributions, and consequences of leader humility in Medair—a large, multinational, faith-based aid organization. Study 1 examined correlates of leader humility in a sample of 308 workers and 167 leaders. Study 2 explored multilevel contributions of leader humility in 96 teams comprised of 189 workers. Study 3 utilized a subsample (50 workers, 34 leaders) to explore consequences of Time 1 leader and team humility on outcomes 6 months later.MethodParticipants completed measures of humility (general, relational, team), leader and team attributions (e.g., effectiveness, cohesion, and growth-mindedness), organizational outcomes (e.g., job engagement and satisfaction; worker and team performance), and psychological outcomes (e.g., depression, anxiety, compassion satisfaction, and flourishing).ResultsLeader and team humility contributed to multilevel positive attributions about leaders (as effective and impactful), teams (as cohesive, psychologically safe, and growth-minded), and oneself (as humble), and those attributions contributed to organizational and psychological outcomes. Teams’ shared attributions of their leader’s humility contributed to higher worker job satisfaction and team performance. Longitudinally, for workers and leaders, leader and team humility were associated with some positive organizational and psychological outcomes over time.ConclusionIn humanitarian organizations, leader humility seems to act as an attributional and motivational social contagion that affects aid personnel’s positive attributions about their leaders, teams, and themselves. In turn, these multilevel positive attributions contribute to several positive team, organizational, and psychological outcomes among workers and leaders.
Details
- Title: Subtitle
- The multilevel correlates, contributions, and consequences of leader humility in humanitarian aid work
- Creators
- Edward B. Davis - Wheaton College - IllinoisKelly Barneche - Medair, Ecublens, SwitzerlandJamie D. Aten - Wheaton College - IllinoisLaura R. Shannonhouse - Georgia State UniversityDavid C. Wang - Fuller Theological SeminaryDaryl R. Van Tongeren - Hope CollegeDon E. Davis - Georgia State UniversityJoshua N. Hook - University of North TexasZhuo Job Chen - University of North Carolina at CharlotteG. Tyler Lefevor - Utah State UniversityStacey E. McElroy-Heltzel - University of IowaEmilie L. Elick - Wheaton College - IllinoisLeif Van Grinsven - Wheaton College - IllinoisEthan K. Lacey - Wheaton College - IllinoisTyler R. Brandys - Wheaton College - IllinoisPhilip K. Sarpong - School of Psychology, Counseling, and Family Therapy, Wheaton College, Wheaton, IL, United StatesSophia A. Osteen - Wheaton College - IllinoisKati Shepardson - Wheaton College - Illinois
- Resource Type
- Journal article
- Publication Details
- Frontiers in psychology, Vol.14, 1188109
- DOI
- 10.3389/fpsyg.2023.1188109
- PMID
- 38152564
- PMCID
- PMC10751791
- NLM abbreviation
- Front Psychol
- eISSN
- 1664-1078
- Publisher
- Frontiers Media S.A
- Language
- English
- Date published
- 12/01/2023
- Academic Unit
- Psychological and Quantitative Foundations
- Record Identifier
- 9984532184602771
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