Patrick Liborius
Biographic Data
| ID | 4441504 |
|---|---|
| NAME | Patrick Liborius |
| GIVEN NAMES | Patrick |
| FAMILY NAME | Liborius |
| SIGNATURE | LIBORIUS P |
| AFFILIATIONS | Liechtenstein Business School University of Liechtenstein Vaduz Liechtenstein |
| ORCID | 0000-0003-4208-4217 |
| VERIFIED | Yes |
| TOTAL WORKS | 2 |
| TOTAL CITATIONS | 0 |
| AUTHOR COUNT | 2 |
| EDITOR COUNT | 0 |
| FIRST PUBLICATION YEAR | 2022 |
| LATEST PUBLICATION YEAR | 2025 |
| H-INDEX | 0 |
Up Close and Powerful: Leaders' Personal Sense of Power and Psychological Closeness to Their Team as Antecedents of Leader Humility, Subordinate Job Engagement and Trust
Research on leader humility clearly attests to its positive consequences for followers' work‐related outcomes, yet we have only limited knowledge about the antecedents that facilitate leaders expressing humility. Drawing from theoretical works on leadership and power, we posit that leaders' personal sense of power and their psychological closeness to their team constitute important antecedents of leader humility. Specifically, we reason that the …
When leader humility meets follower competitiveness: Relationships with follower affective trust, intended and voluntary turnover
Leader expressed humility (LEH) is an interpersonal, positive leader behavior that involves appreciating the strengths and contributions of others, recognizing one's own weaknesses, and being teachable. Investigating boundary conditions, our research juxtaposes LEH with followers' competitiveness, an indiscriminate need to compete and win at any cost. Employing social exchange theory, we theorize how follower competitiveness potentially impacts t…
No prominent works on this page.
When leader humility meets follower competitiveness: Relationships with follower affective trust, intended and voluntary turnover
Leader expressed humility (LEH) is an interpersonal, positive leader behavior that involves appreciating the strengths and contributions of others, recognizing one's own weaknesses, and being teachable. Investigating boundary conditions, our research juxtaposes LEH with followers' competitiveness, an indiscriminate need to compete and win at any cost. Employing social exchange theory, we theorize how follower competitiveness potentially impacts t…
Up Close and Powerful: Leaders' Personal Sense of Power and Psychological Closeness to Their Team as Antecedents of Leader Humility, Subordinate Job Engagement and Trust
Research on leader humility clearly attests to its positive consequences for followers' work‐related outcomes, yet we have only limited knowledge about the antecedents that facilitate leaders expressing humility. Drawing from theoretical works on leadership and power, we posit that leaders' personal sense of power and their psychological closeness to their team constitute important antecedents of leader humility. Specifically, we reason that the …
Humility (2 works) · Job Satisfaction and Organizational Behavior (2 works) · Political science (2 works) · Psychology (2 works) · Social Psychology (2 works) · Closeness (1 works) · Conflict Management and Negotiation (1 works) · Economics (1 works) · Emotional Intelligence and Performance (1 works) · Forgiveness and Related Behaviors (1 works)