Rego, A., Cunha, M.P.E. and Simpson, A.V. (2016) The Perceived Impact of Leaders’ Humility on Team Effectiveness: An Empirical Study. Journal of Business Ethics, 1-14.
http://dx.doi.org/10.1007/s10551-015-3008-3

has been cited by the following article:

• TITLE: Does Humble Leadership Behavior Promote Employees’ Voice Behavior?—A Dual Mediating Model

  AUTHORS: Chaoyu Liu

  KEYWORDS: Humble Leadership Behavior, Trust in Leadership, Positive Affect, Voice Behavior

  JOURNAL NAME: Open Journal of Business and Management, Vol.4 No.4, October 7, 2016

  ABSTRACT: Humble leadership behavior consists of acknowledging personal faults, mistakes and limits; spotlighting their followers’ contributions and strengths; modeling teachability. Previous studies have suggested that humble leadership behavior leads to a number of positive outcomes for organizations, such as high levels of learning goal orientation, performance and engagement, yet almost nothing has been confirmed by empirical research and the mechanism through which humble leadership behavior influences follower’s behavior is still unclear. In this paper, we explore the potential mediator between humble leadership behavior and employee’s voice behavior by examining the mediating role of trust in leadership and positive affect. The results of this study expand our understanding of mechanisms of humble leadership behavior in Chinese context. It has a certain amount of theoretical and managerial implications.