Leader Humility in Singapore: An Inductively Developed Measure

• Main Authors: BASHSHUR, Michael Ramsay, Daniels, Michael A., GREGURAS, Gary John, Diefendorff, James M., Oc, Burak
• Format: text
• Language: English
• Published: Institutional Knowledge at Singapore Management University 2015
• Subjects: Humility; Leadership; Measure; Leadership Studies; Organizational Behavior and Theory
• Online Access: https://ink.library.smu.edu.sg/lkcsb_research/4913
• Institution: Singapore Management University

Previous research conducted in Singapore identified nine dimensions of leader humility: (1) having an accurate view of self, (2) recognizing follower strengths and achievements, (3) modeling teachability, (4) leading by example, (5) showing modesty, (6) working together for the collective good, (7) expressing empathy and being approachable, (8) showing mutual respect and fairness, and (9) mentoring and coaching (Oc, Bashshur, Daniels, Greguras & Diefendorff, in press). Based on these dimensions and their associated definitions, we developed a set of items to measure leader humility from both follower and leader perspectives. Specifically, across two studies, we developed and validated follower- and leader-report scales for each of the nine dimensions. Further we developed a 27-item composite humility scale, a 9-item short humility scale, and a 4-item global measure. All scales evidenced acceptable levels of reliability and validity although this was especially true for the other-report measures. Key findings of these two studies are discussed below.