ABSTRACT
We advance prior work on humility by proposing the trust signaling hypothesis of humility. Five preregistered experiments (N = 3,302), examined whether humble leaders humility would elicit more favorable ratings, greater trust, and generate behavioral intentions toward making financial contributions. Experiment 1 (n = 864) revealed that humble leaders elicited more favorable ratings and intentions to make financial contributions, even when leader competence was low. These interactive effects were mediated by perceived trustworthiness. Experiment 2 (n = 807) replicated these effects and compared for-profit and nonprofit organizations. Experiment 3 (n = 823) clarified these effects and compared domestic and international organizations. Experiment 4 (n = 375), replicated these effects using a more direct leader description. Experiment 5 (n = 433) revealed a boundary condition, wherein likable leaders were viewed as or more favorably than humble leaders. We discuss the central role of trust and the financial appeal of humble leaders.
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Disclosure statement
No potential conflict of interest was reported by the author(s).
Data availability
The data are openly accessible at https://osf.io/eb8yp/
Open scholarship
This article has earned the Center for Open Science badges for Open Data, Open Materials and Preregistered. The data and materials are openly accessible at https://doi.org/10.1080/17439760.2023.2222373.
Notes
1. Because we did not have a priori predictions about gender, and because gender did not consistently moderate the results, we do not focus heavily on this variable in our results or discussion.