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Although there is a growing interest toward the topic of leader humility, extant research haslargely failed to consider the underlying mechanisms through which leader humility influencesteam outcomes. In this research, we integrate the emerging literature of leader humility andsocial information processing theory to theorize how leader humility facilitates the developmentof collective team psychological capital, leading to higher team task allocation effectivenessand team performance. While Owens and Hekman (2016) suggest that leader humility hashomogeneous effects on followers, we propose a potential heterogeneous effect based on thecomplementarity literature (e.g., Tiedens, Unzueta, & Young, 2007) and the principle of equifinality(leaders may influence team outcomes through multiple pathways; Morgeson, DeRue, &Karam, 2010). In three studies conducted in China, Singapore, and Portugal, including anexperiment, a multisource field study, and a three-wave multisource field study, we find supportfor our hypotheses that leader humility enhances team performance serially through increasedteam psychological capital and team task allocation effectiveness. We discuss the theoreticalimplications of our work to the leader humility, psychological capital, and team effectivenessliteratures; and offer suggestions for future research.Acknowledgments: The first, second, and third authors contributed equally to this project. We thank Action Editor Bianca Beersma and two anonymous reviewers for their constructive comments throughout the review process. The authors are grateful to Luthans, Avolio, and Avey for having given us the permission to use the short version of PCQ. The authors are  also  very  grateful  to  Susana  Leal,  Ana  Ventura,  and  Andreia  Vitória  for  their  help  in  collecting  data.  Part  of  this  work was funded by National Funds through FCT–Fundação para a Ciência e Tecnologia under the project Ref. UID/ECO/00124/2013; by POR Lisboa under the project LISBOA-01-0145-FEDER-007722; by a grant from the Templeton Foundation–Developing Humility in Leadership (60622); and by a fellowship from the Wheatley Institution at Brigham Young University. Wengxing Liu also wishes to thank The National Science Foundation of China: No. 71502175.info:eu-repo/semantics/publishedVersio

Leader Humility and Team Performance: Exploring the Mediating Mechanisms of Team PsyCap and Task Allocation Effectiveness