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Despite the strong focus on virtues in firms, humility is little recognized in the management literature and, more particularly in the literature about knowledge sharing (KS). Despite efforts to foster KS among employees in firms, the effectiveness of this process narrows down to the dyadic relationship between the knowledge seeker and provider within firm. This paper aims to investigate the role of humility in the KS process in dyadic activity.

The authors undertake an exploratory investigation to fill some of the gaps found in the literature. The paper draws insights from psychology, history, religion, current events and management literature.

The authors identify several individual propensities that help predict humility towards sharing knowledge from seeker (humble knowledge-inquiry) and provider perspectives (humble response). They propose a new conceptual process model of KS with humility as an important variable to consider. This work highlights several promising directions for future research.

As per the authors’ knowledge, this is the first paper that investigates the role of humility in knowledge sharing from dyadic perspective. The authors also introduce concepts of humble knowledge inquiry and humble response in a dyadic context for effective knowledge sharing process.

Based on the research, the authors identify how four key concepts in disaster studies—agency, local scale, memory and vulnerability—are interrupted, and how these interruptions offer new perspectives for doing disaster research from and for the South.

Meta-analysis of case studies and revision of past and current collaborations of authors with communities across Chile.

The findings suggest that agency, local scale, memory and vulnerability, as fundamental concepts for disaster risk reduction (DRR) theory and practice, need to allow for ambivalences, ironies, granularization and further materializations. The authors identify these characteristics as the conditions that emerge when doing disaster research from within the disaster itself, perhaps the critical condition of what is usually known as the South.

The authors contribute to a reflexive assessment of fundamental concepts for critical disaster studies. The authors offer research-based and empirically rich redefinitions of these concepts. The authors also offer a novel understanding of the political and epistemological conditions of the “South” as both a geography and a project.

This paper examined the mediating role of boundary spanning behavior and the moderating effects of traditionality linking humble leadership and employee creative performance from the perspective of Social Exchange Theory (SET) to reveal the behavioral mechanism and boundary condition regarding the influence of humble leadership on creative performance.

A sample of 276 employees and the supervisors from 8 companies in China was taken using two-wave data.

The results indicated that humble leadership was positively related to employee creative performance, and boundary spanning behavior partially mediated the relationship between humble leadership and employee creative performance. Traditionality strengthens the mediation process when traditionality is high.

These findings provide several theoretical and practical implications for the domains of humble leadership and boundary spanning behavior. For example, human resource (HR) departments can recruit leaders with high humility and cultivate team leaders through systematic training programs about self-awareness, openness and self-transcendence; team leaders should encourage employees to participate in boundary spanning activities and hiring managers select employees with high traditionality to synergize with leader humility.

Based on the SET, this paper explored the behavioral mechanism between humble leadership and creative performance and enriched the prior research, which is from the cognitive or emotional view, and further answered the question “what are the employees' behavioral responses when they confront the humble leadership”.

The purpose of this paper is to empirically investigate the moderating effect of humble leadership on the relationship between different intrinsic and extrinsic motivational factors and employee’s knowledge-sharing intention.

Responses of 236 employees in public organisations in the country of Jordan were collected via the completion of an online survey. The study data was analysed using structural equation modelling.

This study found that humble leadership support positively moderated the effect of intrinsic motivational factors (i.e. self-efficacy and enjoyment) on KS intention, while such leadership does not moderate the relationship between extrinsic motivational factors (i.e. rewards and reciprocity) and KS intention.

This study increases the understating of the conditions under which employees’ knowledge-share by exploring the moderating effect of humble leadership behaviour on motivational factors and KS intention in public organisations, particularly in the context of a developing country.

When we think of a successful leader, we typically recall those powerful personalities we see in the media, and there have been many over the decades. They propel a company to stardom with a winning strategy, publish books, do the speaker circuits and everyone celebrates their achievements. They were undoubtedly successful, but therein lies the issue. They were successful. Things are different now. The current global landscape means problems encountered in business are increasingly complex and require a collaborative approach to solving them. No one person has all the right answers. Trial and error, embracing failure, accepting criticism and learning from past mistakes are really the only ways to succeed. And they require leaders to possess a very different set of personality traits, with humility now being one of the most important.

There is a paradox here between the need to develop greater humility and aspire to becoming “unsung heroes” when we are in an age where charismatic, often egocentric, leaders have celebrity status. Why is humility as a trait so important today? Is it relevant across the management spectrum, e.g. for junior/middle managers spotted as high potentials and wishing to climb the ladder, or is it simply important right at the very top of an organisation? What do HR practitioners need to know? What can HR practitioners do to develop the required levels of humility in their managers/leaders? Can you learn to become more humble through coaching? What really works in practice?

As a leadership coach, the author is often asked whether it is possible to coach an individual to develop humility, and the short answer is yes, it is possible to be coached. Most people already have humility inside them, but many leaders have learned to behave in the opposite way and adopt the traditional “hero” persona instead. They will tend to only display it if there’s a genuinely humble culture permeating the organisation from the top. Get that right and any developmental issues will typically take care of themselves. This paper explains how to take these initial steps.

This is useful for all HR professionals responsible for learning and development strategy in their organisations, including those who provide or specify leadership coaching as an intervention.

Successful knowledge transfer (KT) between younger and older workers (YW and OW, respectively) is critical for organizational success, especially in light of the recent surge in employment volatility among the youngest and oldest segments of the workforce. Yet, practitioners and scholars alike continue to struggle with knowing how best to facilitate these exchanges. The qualitative study offers insight into this phenomenon by exploring how KT unfolds in YW/OW dyads.

The authors performed a reflexive thematic analysis of semistructured interviews with two samples of blue- and white-collar younger/older workers from the USA (N = 40), whereby the authors interpreted the “lived experiences” of these workers when engaged in interdependent tasks.

The analysis, informed by social exchange theory and exchange theories of aging, led to the development of the knowledge transfer process model in younger/older worker dyads (KT-YOD). The model illustrates that, through different combinations of competence and humility, KT success is experienced either directly (by workers weighing the perceived benefits versus costs of KT) and/or indirectly (through different bases of trust/distrust perceived within their dyads). Further, humility in dyads appears to be necessary for KT success, while competence was insufficient for realizing KT success, independently.

In exposing new inner workings of the KT process in YW/OW dyads, the study introduces the importance of humility and brings scholars and organizations a step closer toward realizing the benefits of age diversity in their workplaces.

This study aims to identify the specific challenges that North American female professionals of Asian descent face in building executive presence and make recommendations for mitigating those challenges.

In-depth interviews were conducted with 14 female executives of Asian descent in diverse U.S. and Canadian organizations. The goal was to explore their perceptions of Asian organizational stereotypes and identify how these perceptions, shaped by their cultural and gender identities, have created unique challenges relating to executive presence. Interviewees provided in-depth examples of their challenges and detailed recommendations for neutralizing them. Interview data were coded and analyzed using the Gioia methodology.

Results revealed that deferential, reserved and hardworking are the top three perceptions attributed to female professionals of Asian descent working in North America. These perceptions are not commendatory or derogatory by themself. They can be associated with either positive or negative leadership qualities, depending on the specific behaviors exhibited and how those behaviors are interpreted. The authors’ analysis maps the relationship between these perceptions and behaviors associated with the executive presence literature. The respondents’ three key recommendations for neutralizing the negative connotations of these perceptions are discussed.

The results of this study reinforce the need to develop influence, communication and relational skills (e.g. executive presence) in women of Asian ethnicity. The study respondents’ recommendations provide a foundational curriculum guide for doing so. The results also support the need to train hiring managers to become ever more aware of their cultural biases, focusing on how these biases impact their hiring, performance evaluation and promotion practices.

There is a dearth of research regarding the career experiences of Asian women working in North American corporations. This qualitative study provides insight into relationships between cultural identity, executive presence and career success and lays the groundwork for future quantitative studies that deepen a theoretical understanding of the relationship of executive presence to impression management and cross-cultural theories.

The purpose of this paper is to examine how legitimacy is gained, maintained or repaired through direct action with salient stakeholders and/or through external reporting, by using a number of empirical case vignettes within a single case study organisation.

The study investigates a foreign affiliate of a large multinational organisation involved in an environmentally sensitive industry. Data collection included semi-structured interviews with 26 participants, organisational reports and participation in the organisation’s annual environmental management seminar and a stakeholder engagement meeting.

Four vignettes featuring environmental issues illustrate the complexity of organisational responses. Issue visibility, stakeholder salience and stakeholder interconnectedness influence a company’s action to manage legitimacy. In the short-term, environmental issues which affected salient stakeholders resulted in swift and direct action to protect pragmatic legitimacy, but external reporting did not feature in legitimacy management efforts. Highly visible issues to the public, regulators and the media, however, resulted in direct action together with external reporting to manage wider stakeholder perceptions. External reporting was used superficially, along with a broad suite of communication strategies, to gain legitimacy in the long-term decision about the company’s future in New Zealand.

This paper outlines how episodic encounters to manage strategic legitimacy with salient stakeholders in the short-term are theoretically distinct, but nonetheless linked to continual efforts to maintain institutional legitimacy. Case vignettes highlight how pragmatic legitimacy via dispositional legitimacy can be managed with direct action in the short-term to influence a limited range of salient stakeholders. The way external reporting features in legitimacy management is limited, although this has predominantly been the focus of prior research. Only where an environmental incident damages legitimacy to a larger number of stakeholders is external reporting also used to buttress community support.

The concept of legitimacy is comprehensively applied, linking the strategic and institutional arms of legitimacy and illustrating how episodic actions are taken to manage legitimacy in the short-term with continual efforts to manage legitimacy in the long-term. Stakeholder salience and networks are brought in as novel theoretical extensions to provide a deeper understanding of the interrelationships between these key concepts with a unique case study.

This chapter looks at the methodology, benefits and accessibility of circle processes in the context of building resilience amongst women (and men) in high violence communities in South Africa. It examines the methodology and effectiveness of circles in two communities (Manenberg and Lavender Hill) where pilot projects are being undertaken.

The purpose of this paper is to improve the quality and efficacy of data collected from Muslim respondents, particularly women, through an examination of Islamic teachings and illustrated using a “conservative” paradigm of practice. The paper is designed to be helpful to researchers in designing both their projects and their data collection methods.

The paper is conceptual, in that it provides an overview of some important, often overlooked or misunderstood areas on which studies have been based and gives frameworks and also ethical pointers to researchers.

Framed to explain approaches to “conservative” Muslim women in societies across the globe, what is presented herein allows insight into all varieties of Muslim practice. This is achieved by explaining the possible objections to different methodologies and techniques of research for Muslim women at the “conservative” end of the practicing spectrum – this allowing a highlighting of ideas and ideals applicable across the spectrum.

Useful for academic researchers and also commercial researchers, potentially saving both time and money by pointing out possible errors in research design while also ensuring good ethical practice. The paper is offered to assist researchers in eliciting full and frank responses from Muslim respondents based on informed and thoughtful research design and data collection and providing possibly contextualisation(s) of what is said to enhance data analysis and interpretation.

Believed to be the first paper of its kind in English, this conceptual paper provides insight for researchers aiming to get the most useful and ethically sound outcomes for those interviewed, as well as those interviewing.