Humility is a concept grounded in a self-view that something greater than oneself exists. A multitude of disciplines to date have sought to understand how humility impacts leaders, as well as the individuals, teams, and organizations they lead. Despite overlapping research questions, methodologies, and empirical contexts, studies examining leader humility have developed largely in isolation with little overlap between fields. This has created a fundamental divide between micro and macro researchers who suggest that humility is conceptualized as both a mutable behavioral state and a stable leader trait, respectively. We provide a systematic review of research on leader humility at multiple organizational levels of analysis to provide linkages across disciplinary and theoretical divides. We couple our systematic review with a meta-analysis of 212 unique studies, identifying 99 estimates for the relationships between leader humility and numerous individual, team, and organizational variables. Among all variables, we find humble leadership most strongly predicts followers’ satisfaction with the leader and the leaders’ participative decision making. We also find humble leadership does not affect their own job performance or the performance of organizations, but improves the performance of their followers and teams. Building on our results, we call for research across academic disciplines.

谦逊是一种基于自我观点的概念，即存在比自己更伟大的事物。迄今为止，许多学科都试图了解谦逊如何影响领导者，以及他们领导的个人、团队和组织。尽管存在重叠的研究问题、方法论和实证背景，但检验领导者谦逊的研究主要是孤立地发展起来的，各个领域之间几乎没有重叠。这在微观和宏观研究人员之间造成了根本分歧，他们认为谦逊分别被概念化为可变的行为状态和稳定的领导特质。我们在多个组织层面的分析中对领导者谦逊的研究进行了系统回顾，以提供跨学科和理论鸿沟的联系。我们将我们的系统回顾与对 212 项独特研究的荟萃分析相结合，确定了领导者谦逊与众多个人、团队和组织变量之间关系的 99 个估计值。在所有变量中，我们发现谦逊的领导最能预测追随者对领导者的满意度和领导者的参与决策。我们还发现谦虚的领导不会影响他们自己的工作绩效或组织的绩效，但会提高他们的追随者和团队的绩效。基于我们的研究结果，我们呼吁进行跨学科的研究。我们发现谦逊的领导力最能预测追随者对领导者的满意度和领导者的参与决策。我们还发现谦虚的领导不会影响他们自己的工作绩效或组织的绩效，但会提高他们的追随者和团队的绩效。基于我们的研究结果，我们呼吁进行跨学科的研究。我们发现谦逊的领导力最能预测追随者对领导者的满意度和领导者的参与决策。我们还发现谦虚的领导不会影响他们自己的工作绩效或组织的绩效，但会提高他们的追随者和团队的绩效。基于我们的研究结果，我们呼吁进行跨学科的研究。