The role of humility in Chief Executive Officers: a review

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.

Destructive leadership in organizational research: a bibliometric approach

The dark side leadership literature remains a highly relevant yet fragmented and ambiguous literature stream. Therefore, we conduct a bibliometric analysis using co-citation and pathfinder analysis to describe and visualize the intellectual origins of the field by combining predefined word lists with expert validation. Our results suggest that there are key authors as well as other distinctive characteristics of research that also guides future research. Thematic clusters of the dark side literature suggest heightened emphasis on single dark traits such as narcissism while other constructs such as psychopathy receive little attention. Articles by Tepper can be linked to a central position in the network. Implications for theory and practice are discussed.