Humble leader behavior and team creativity : the team learning perspective

Purpose: This study argues that leader humility is an important facilitator of team creativity. Based on social learning theory, the study explores a new mechanism that links humble leader behavior to team creativity through a path of team learning. Design/methodology/approach: Data were collected in two private-owned technology companies located in South China. The two-time survey included 77 team leaders and 310 employees. An analysis of time-lagged, multisource data was conducted. Findings: Evidence shows that humble leader behavior promotes team learning behavior through a social learning process, with a subsequent increase in team creativity. This influence is also strengthened when leader effectiveness is high. Practical implications: Team creativity is an important determinant of organizational success. This research shows that humble leaders can motivate team creativity by acting as a role model. In addition, this research also reminds us that humble leader behavior loses its effect if the leader is incapable. Originality/value: This research contributes to existing literature on humble leader behavior and team creativity, especially on the mechanisms and contingency effects between these factors.