Drawing on implicit leadership theory, this study examines the key conditions under which leader humility facilitates the career outcomes of employees. First, considering both similar-attraction and opposite-attraction perspectives within implicit leadership theory, we propose two competing hypotheses, and suggest that leader humility interacts with follower narcissism to predict perceived leader competence. Second, in accordance with implicit leadership theory, we propose that humble leaders are perceived to be more competent when the power distance climate is relatively lower. Further, we suggest that perception of their leaders as competent is positively related to followers' career satisfaction and proactive career behavior. To test our model, we implemented a multi-wave, time-lagged survey with 187 subordinate–supervisor dyads from 79 teams. The results demonstrate that followers who are highly narcissistic or who are members of groups with a lower power distance climate are more likely to regard humble leaders as competent, which allows them to experience enhanced career satisfaction and engage in more proactive career behavior. Both the theoretical and practical implications are discussed.

中文翻译：

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谦逊的领导者，成功的追随者：从内隐领导理论的角度，通过领导者能力将领导者的谦逊与追随者的职业成果联系起来


借鉴内隐领导理论，本研究考察了领导者谦逊促进员工职业成果的关键条件。首先，考虑到内隐领导理论中的相似吸引力和异向吸引力观点，我们提出了两个相互竞争的假设，并提出领导者的谦逊与追随者的自恋相互作用，以预测感知到的领导者能力。其次，根据内隐领导理论，我们提出，当权力距离气候相对较低时，谦逊的领导者被认为更有能力。此外，我们认为，他们的领导者认为有能力与追随者的职业满意度和积极主动的职业行为呈正相关。为了测试我们的模型，我们对来自 79 个团队的 187 名下属-主管二人组实施了一项多波、延时调查。结果表明，高度自恋或属于权力距离氛围较低的群体成员的追随者更有可能认为谦逊的领导者有能力，这使他们能够体验到更高的职业满意度并从事更主动的职业行为。讨论了理论和实践意义。