After all, I care: The Dual Effect of Leader Humility on Employees Co-operative Behaviors

Somayeh Bahmanni, Bharanitharan K., Kevin B. Lowe

Research output: Contribution to conference (non-published works)Abstractpeer-review


Research concerning leader humility has shown it to be consistently related to a range of positive outcomes in employees’ behaviors. Yet scant empirical research has explored whether leader humility is actually associated with seemingly- contradictory outcomes. In this study, using a sample of 189 hospitality employees, we found that leader humility was related to both employees’ constructive voice and cooperative silence via their perception of inclusion, highlighting the range of follower behavioral outcomes that can stem from leader humility. In addition, the result of the moderating effects of positive reciprocity beliefs has implications for organizations and leaders’ likelihood of success when striving to manage, encourage, and/or mitigate voice and silence.
Original languageEnglish
Number of pages1
Publication statusPublished - 2019
EventAOM Annual Meeting Proceedings 2019 - Boston, Boston, United States
Duration: 1 Aug 20191 Aug 2019


OtherAOM Annual Meeting Proceedings 2019
Country/TerritoryUnited States


Dive into the research topics of 'After all, I care: The Dual Effect of Leader Humility on Employees Co-operative Behaviors'. Together they form a unique fingerprint.

Cite this