This study aims to explore the mechanisms through which humble leadership fosters team outcomes, particularly team adaptation. Drawing on social exchange theory (SET) and Social Cognitive Theory (SCT), the research examines two mediating pathways, namely team psychological safety climate and team reflexivity, that explain the indirect effects of leader humility on adaptive team functioning. By clarifying how leader humility shapes team psychological dynamics and collective behaviors, this study extends recent theoretical developments and offers practical insights into fostering adaptability in teams over time.
Data were collected from 56 work teams (233 members) in a leading pharmaceutical company using a paper-based, time-lagged survey. Surveys were administered at two time points spaced one year apart to reduce common method bias and capture temporal dynamics. Descriptive and correlational analyses were conducted in SPSS, and hypothesis testing was performed in Mplus. Bootstrapping with 5,000 resamples was used to generate bias-corrected confidence intervals for indirect effects.
Results show that humble leadership influences team adaptation through two significant parallel mediators: team psychological safety climate and team reflexivity. Both indirect paths were significant, while the direct effect of humble leadership on team adaptation was not, indicating full mediation. These findings underscore the psychological and behavioral pathways by which leader humility facilitates team adaptability.
Amid increasing organizational complexity, team adaptation is critical yet underexplored. This study makes a novel theoretical contribution by integrating SET and SCT to illuminate how humble leadership enhances team adaptation via psychological safety and reflexivity. By identifying distinct psychological and cognitive mechanisms, it deepens understanding of humble leadership’s impact and informs leadership practices in dynamic environments.
