Open Access. Powered by Scholars. Published by Universities.®
Articles 1 - 2 of 2
Full-Text Articles in Business
Leader Humility In Singapore, Burak Oc, Michael Ramsay Bashshur, Michael A. Daniels, Gary John Greguras, James M. Diefendorff
Leader Humility In Singapore, Burak Oc, Michael Ramsay Bashshur, Michael A. Daniels, Gary John Greguras, James M. Diefendorff
Research Collection Lee Kong Chian School Of Business
The theoretical development and empirical testing of the effects of humility in the organizational sciences is surprisingly rare. This is especially pronounced in the study of leadership in Asian contexts. To address this we employ a qualitative approach to examine the conceptualization of leader humility in Singapore and assess whether this conceptualization differs from other emerging conceptualizations of leader humility. In Study I, using semi-structured interviews of 25 Singaporeans, we identified nine major dimensions of humble leader behaviors and explored our participants' beliefs about culturally-based differences in leader humility. In Study 2 (N = 307), we generalized our findings to …
Leader Humility In Singapore, Burak Oc, Michael R. Bashshur, Michael A. Daniels, Gary J. Greguras, James M. Diefendorff
Leader Humility In Singapore, Burak Oc, Michael R. Bashshur, Michael A. Daniels, Gary J. Greguras, James M. Diefendorff
Research Collection Lee Kong Chian School Of Business
The theoretical development and empirical testing of the effects of humility in the organizational sciences is surprisingly rare. This is especially pronounced in the study of leadership in Asian contexts. To address this we employ a qualitative approach to examine the conceptualization of leader humility in Singapore and assess whether this conceptualization differs from other emerging conceptualizations of leader humility. In Study 1, using semi-structured interviews of 25 Singaporeans, we identified nine major dimensions of humble leader behaviors and explored our participants' beliefs about culturally-based differences in leader humility. In Study 2 (N = 307), we generalized our findings …