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Farh, J.L., Hackett, R.D. and Liang, J. (2007) Individual-Level Cultural Values as Moderators of Perceived Organizational Support—Employee Outcome Relationships in China: Comparing the Effects of Power Distance and Traditionality. Academy of Management Journal, 50, 715-729.
https://doi.org/10.5465/amj.2007.25530866

has been cited by the following article:

• TITLE: A Review of the Effectiveness and Boundary Conditions of Leader Humility

  AUTHORS: Shuang Xu

  KEYWORDS: Leader Humility, Leadership Effectiveness, Boundary Conditions

  JOURNAL NAME: Journal of Service Science and Management, Vol.12 No.2, February 27, 2019

  ABSTRACT: In recent years, top-down leadership style such as humility has received widespread attention in academic and practical areas. Although theoretical and empirical studies have shown that the humble leadership has a positive impact, it lacks systematic review of its mechanism and the research about boundary conditions of its positive impact. The article begins with a brief overview of the research status of humble leaders, and then combs the study of the boundary conditions of the humble leadership when it comes to individual and group levels. Finally, the future research is proposed.