Challenging the prevailing consensus that leader humility is uniformly beneficial we investigate circumstances where leader humility behaviors are positively perceived and yet negatively received due to attributions of impression management. Arising from potential inconsistencies in perceptions and attributions, we argue that followers may evaluate leader humility behavioral displays as either genuine or hypocritical. We conducted two studies, in different contexts, to test followers' reactions to leader humility displays. In Study 1 (Confucian Asian cluster), we used a survey methodology to test our theoretical model. Due to the validity problems with our instrumental variables, we were unable to draw conclusions from the results of study 1. In Study 2 (Anglo cluster), we used a scenario-based experimental design. While the hypothesized mediating effect via perceptions of leader hypocrisy was not supported by the results, we found support for the hypothesis that the interaction of leader humility and impression management positively influenced hypocrisy.

挑战有关领导者谦卑统一有益的普遍共识，我们调查了由于印象管理的归因而导致领导者谦卑行为被积极感知而被否定的情况。由于潜在的观念和归因不一致，我们认为追随者可能会将领导者的谦卑行为表现评估为真实的或虚伪的。我们在不同的背景下进行了两项研究，以测试关注者对领导者谦卑展示的反应。在研究1（亚洲儒家集群）中，我们使用了一种调查方法来检验我们的理论模型。由于工具变量的有效性问题，我们无法从研究1的结果中得出结论。在研究2（Anglo群集）中，我们使用了基于场景的实验设计。