The Value of Vulnerability: A Social Learning Perspective on Leader Humility
Drawing on social learning theory we test trust in the leader as a mediator of leader humility on extra role performance outcomes. Hierarchical linear modeling was used to test the cross level effects of leader humility on individual level follower performance using a sample of 177 workers nested within 17 supervisor led teams at a manufacturing firm. Results indicate trust as one mediator of leader humility on follower performance. Specifically, results suggest that humble leaders lower the levels of CWBs and raise the levels of OCBs through fostering stronger perceptions of trust among their followers. Leader humility also has a direct effect on reducing the probability of actual injury occurrence among workers. Practical and theoretical implications are discussed.