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The purpose of this study is to examine the effect of leader humility on team reflexivity. This study also investigates the mediating role of relation-oriented shared leadership and the moderating role of leader trust.

This study collected data from the information technology (IT) service provider of a large telecommunications company in South Korea. A total of 311 employees (individual response rate of 31.2%) in 59 teams (team response rate of 83.01%) were included in the final analysis. Several hierarchical regression analyses and PROCESS macro were used.

The results indicate that leaders’ humble behaviour is positively associated with team reflexivity and facilitates relation-oriented shared leadership among team members, particularly when they have a higher level of affect-based trust in leaders.

This study may help researchers and practitioners better understand the conditions influencing the impact of leader humility on team members’ behaviour.

The main value of this study is to add to the knowledge on team reflexivity by identifying leader humility as a critical factor affecting team reflexivity. Furthermore, this study provides a deeper understanding of why leader humility influences team reflexivity.

Reverse mentoring is gaining attention as a means to engage and retain young employees by facilitating the exchange of knowledge, ideas and perspectives with their senior counterparts (leaders). Despite its widespread recognition, there remains a significant scarcity of empirical evidence regarding its enablers and effectiveness. Building on this research gap, this study aims to investigate the association between leader humility, reverse mentoring and subordinate turnover intentions using the theoretical frameworks of job demand resource theory and social exchange theory. In addition, the study assesses how leader competence moderates the impact of leader humility on promoting reverse mentoring.

The study used time-lagged multi-wave data with a two-week interval between each wave, collected from 386 information technology professionals working in different organisations in India. The hypotheses developed were tested using partial least square structural equation modelling.

The finding from the analysis reveals that leader humility had a significant impact in promoting reverse mentoring, which consequently led to reduced subordinate turnover intentions. In addition, leader competence positively moderates the association between leader humility and reverse mentoring.

To the best of the authors’ knowledge, this study is the first to empirically examine the impact of reverse mentoring on subordinates’ turnover intentions, as well as the indirect effect of leader humility on turnover intention through reverse mentoring. Furthermore, the study sheds light on the previously under-researched boundary conditions of leader humility.

The purpose of this study is to investigate the moderating role of honesty-humility of financial managers on aggressive financial reporting behavior.

To test the research hypotheses, a scenario-based questionnaire taken from Brink et al. (2018) was used. Using a cross-sectional survey design, the authors collected primary data of 160 financial managers of firms in Iran using structured questionnaires. The research sample selected was based on Cohen et al.’s (2000) table. To test the research hypotheses, analysis of variance was used.

The results showed that increasing honesty-humility of financial managers decreases the impact of social pressure and risk appetite interaction on aggressive financial reporting. In addition, the results of further analysis showed that reducing the honesty-humility of financial managers increases the impact of risk appetite on aggressive financial reporting. Moreover, the results indicate that reducing the honesty-humility of financial managers increases the impact of social pressure on aggressive financial reporting.

This finding provides significant evidence for auditor, managers and policymakers in Iran. Policymakers, auditor and company managers can emphasize compliance with the code of ethics, internal control and corporate governance to increase ethics and reduce negative economic consequences.

To the best of the authors’ knowledge, this is the first case in an emerging economy to survey the moderating role of honesty-humility of financial managers on aggressive financial reporting behavior. Also, this study contributes to understanding how factors at the individual, social and organizational level combine to influence financial managers’ aggressive financial reporting behavior.

This study aims to examine how and when leader humility influences subordinates’ proactive customer service performance (PCSP). Drawing upon the conservation of resources theory, this study theorizes a moderated mediation model with relational energy as the mediator and person–supervisor fit (P-S fit) as the moderator.

This study conducted a three-wave survey in 20 hotels in China, collecting 467 valid questionnaires from frontline employees and supervisors. Hierarchical regression analysis and the PROCESS procedure were adopted for data analyses.

Leader humility can facilitate followers’ PCSP, and relational energy mediates this relationship. Furthermore, P-S fit amplifies leader humility’s direct influence on relational energy, as well as magnifies leader humility’s indirect effect on PCSP through relational energy.

Companies need to be more concerned about selecting qualified candidates for management positions and fostering their humility via training, focus on employees’ relational energy and P-S fit and attempt to encourage PCSP in multiple ways.

Research on PCSP has largely neglected the influence of leader humility, which has the potential to be particularly effective in today’s hospitality industry, characterized by high dynamics. This study extends the literature on PCSP by connecting it with leader humility. It also provides new insights into the mechanism and boundary condition from a relational and resource perspective.

Drawing on the socially embedded model of thriving and the idiosyncrasy credit model of leadership, this study aims to develop a moderated mediation model to investigate the roles that are thriving at work and leader competency play in the link between leader humility and creative service performance (CSP) of hospitality frontline service employees (FSEs).

To test the moderated mediation model, the authors applied a time-lagged research design and collected multi-source data from locally owned, star-rated hotels headquartered in the capital city of Pakistan. The authors collected the multi-source data at three different points in time from employees and their respective supervisors (N = 52 managers and their 312 immediate employees).

The results denote that leader humility positively impacts CSP, thriving at work mediates this impact and leader competency not only moderates the connection between leader humility and thriving at work but also magnifies the indirect association between leader humility and CSP via thriving at work.

The moderated mediation framework based on the socially embedded model of thriving and the idiosyncrasy credit model of leadership will benefit future researchers and practitioners while exploring the impact of leader humility (LH) on FSEs’ CSP in the hospitality context.

The fundamental contribution of this study is developing and testing a research model that concentrates on the effects of leader humility on FSEs’ CSP. Moreover, by receiving support on the mediating role of thriving, this research further sheds light on how subordinates under the leader with humility demonstrate high CSP. In addition, the moderating role of leader competency found in this study further highlights that leader effectiveness depends on the degree to which employees perceive their leader as competent.

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.

Psychotherapy and clinical supervision outcomes are influenced by client and supervisee factors, one of which is cultural identity. Those with diverse racial and ethnic minoritised identities often experience disparities in therapy outcomes. Therapists and supervisors need to be responsive to the identity of those they support. The multicultural orientation (MCO) framework is an emerging concept in psychotherapy and clinical supervision that may offer these practitioners a framework to be responsive.

A preferred reporting items for systematic reviews and meta-analyses extension for scoping reviews was conducted. Six databases, PubMed, Scopus, Embase, Academic Search Complete, Web of Science and PsychInfo, were searched for peer-reviewed literature published in English between the years 2000 and 2023.

A total of 1,553 sources were identified, of which (n = 42) are included in this review. Findings suggest that MCO is still in its infancy as applied to therapy and clinical supervision. Most of the research has been conducted in America, using quantitative methodologies with white western populations. Cultural humility is the most studied MCO pillar, and variables such as reductions in psychological stress, the working alliance and microaggressions are reported on as outcomes. MCO applied to the group therapy process is an emerging finding of interest. However, more research is needed, especially experiential designs across different and diverse populations and contexts.

MCO is an emerging therapy and clinical supervision process that has the potential to improve the outcomes for therapy clients and supervisees. Further research is needed to replicate current studies, and further research with diverse populations, countries and contexts should be undertaken as a priority.

In this chapter, the author delves into the third ‘C:’ compliance, which is fundamentally linked to business ethics. The chapter introduces the concept of business ethics and its significance in contemporary business strategy while interpreting Taoist principles from a compliance perspective. Compliance deals with our recognition of the potentially harmful or imprudent actions we take or our belief that we are superior to others. Compliance refers to an individual's expression of altered attitudes or behaviours in response to adhering to others' requests. Compliance encompasses humility, integrity, accountability and more. This chapter concentrates on the influence of Taoist ethical principles, particularly humility and integrity, on responsible management.

In a world that represents a diverse genre of individuals ranging from age to sexual orientation and beyond, organizations struggle to create a culture of belonging. A culture where an individual feels comfortable and empowered to bring her authentic self to the workplace. We argue that a culture of belonging happens when leaders practice cultural humility and inclusion competencies and work together with their diverse populations to transform the existing culture. Creating a culture of belonging requires all leaders of the organization to assess their inclusion competencies, understand power dynamics that exist within the organization, and be constantly aware that belonging is a continual process. We found that when leaders of an organization engage in cultural humility training, inclusion competencies assessments, and personal development plans (PDPs), the outcome resulted in a greater awareness of self and others along with a recognition of the existing power dynamics that can result in employees feeling they are a part of the organization. We opined that cultures of belonging exist when organizational leaders ensure each members’ psychological well-being and safety. We conclude that transparency in today’s organization consists of leaders finding practical ways to connect diverse groups of members. Transparency is also about having open doors where people of all ethnic, racial, sexual, and religious statuses are welcome to enter. Our study supports the findings of Katz and Miller (2016) that a culture of belonging is where trust is built, the thoughts and ideas of others are respected, and safety exists for all members.

The study aims to define the term “generation” by proposing an integrated design based on age-period-cohort effects and by proposing an Indian generational cohort framework categorizing Indian generational cohorts into four categories, namely, Baby Boomers, GenX, GenY, and GenZ. The study further aimed to capture the existing generational differences between GenY and GenZ cohorts in the Indian teams on team climate, transactive memory system, and team leader humility.

For the first two objectives a literature review methodology along with the author's proposition was adopted. An integrated design was proposed by reviewing the relevant sociological literature to define generations. Thereafter, an Indian cohort framework was proposed categorizing them into four groups Baby Boomers, GenX, GenY, and GenZ. Following that, for the last objective, i.e. to identify the differences between cohorts, empirical data were collected by a structured questionnaire that was disseminated to GenY and GenZ Indian working professionals. A total of 229 responses were used for observing the differences or similarities between GenY and GenZ cohorts on the study variables by employing an independent samples t-test.

The study proposed an integrated design (age, period, and cohort effect). Following that, an Indian generational cohort's framework has been outlined categorizing Indian cohorts based on their birth years, age groups, developmental stages, formative years, major Indian historical events, and various characteristics possessed by them. Moreover, the empirical findings support the existing generational disparities and depict that GenZ holds a higher inclination towards transactive memory systems and team climate whereas GenY holds more inclination toward leader humility.

The study put forth its contribution to research scholars by categorizing Indian generational cohorts in a rationalized manner based on an integrated design (age-period-cohort) effect. The study would further assist concerned authorities and managers in formulating HR policies to deal with the underlying generational differences highlighted by the study.

As there lies a paucity of generational frameworks in the Indian context, this study is the first attempt in this direction which categorizes Indian generational cohorts based on a unique integrated design including age-period-cohort effects. In addition, the study also investigated these cohorts in Indian organizations to observe the existing variations.