How leader humility influences team reflexivity: a team level analysis

Abstract

Purpose The purpose of this study is to examine the effect of leader humility on team reflexivity. This study also investigates the mediating role of relation-oriented shared leadership and the moderating role of leader trust. Design/methodology/approach This study collected data from the information technology (IT) service provider of a large telecommunications company in South Korea. A total of 311 employees (individual response rate of 31.2%) in 59 teams (team response rate of 83.01%) were included in the final analysis. Several hierarchical regression analyses and PROCESS macro were used. Findings The results indicate that leaders’ humble behaviour is positively associated with team reflexivity and facilitates relation-oriented shared leadership among team members, particularly when they have a higher level of affect-based trust in leaders. Practical implications This study may help researchers and practitioners better understand the conditions influencing the impact of leader humility on team members’ behaviour. Originality/value The main value of this study is to add to the knowledge on team reflexivity by identifying leader humility as a critical factor affecting team reflexivity. Furthermore, this study provides a deeper understanding of why leader humility influences team reflexivity.