Please use this identifier to cite or link to this item: https://hdl.handle.net/10419/306398 
Year of Publication: 
2022
Citation: 
[Journal:] Review of Managerial Science [ISSN:] 1863-6691 [Volume:] 17 [Issue:] 4 [Publisher:] Springer [Place:] Berlin, Heidelberg [Year:] 2022 [Pages:] 1487-1532
Publisher: 
Springer, Berlin, Heidelberg
Abstract: 
Humility, defined as a multidimensional construct comprising an accurate assessment of one's characteristics, an ability to acknowledge limitations and strengths, and a low self-focus, is a complex trait to potentially counterbalance detrimental effects of "negative" personal traits (e.g., narcissism), thereby making it relevant to researchers and practitioners in Management and Psychology. Whereas the study of the humility construct has become ubiquitous in Social Psychology, to our best knowledge, a review of the effects of humility in the contexts of company leaders (i.e., Chief Executive Officers) is lacking. Our systematic review suggests that CEO humility, directly and indirectly, affects a variety of individual, team, and organizational level constructs. Implications for research and practice are discussed, providing a future agenda for the construct to reach its full potential despite its relative novelty.
Subjects: 
Humility
CEOs
Upper-Echelons
Top-management
Personality
Persistent Identifier of the first edition: 
Creative Commons License: 
cc-by Logo
Document Type: 
Article
Document Version: 
Published Version

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