Michal Lehmann

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• Doctor of Business Administration
• Postdoctoral researcher at Carnegie Mellon University

Three preregistered studies (N = 533) investigated the relationship between intellectual humility (IH) and cognitive and emotional empathy. Study 1 (n = 212) revealed a positive association between IH and empathic accuracy (EA), especially toward the outgroup. Study 2 (n = 112) replicated the significant association between IH and EA. Study 3 (n =...

The quality of listening in interpersonal contexts was hypothesized to improve a variety of work outcomes. However, research of this general hypothesis is dispersed across multiple disciplines and mostly atheoretical. We propose that perceived listening improves job performance through its effects on affect, cognition, and relationship quality. To...

Kluger, A. N., Lehmann, M., Aguinis, H., Itzchakov, G., Gordoni, G., Zyberaj, J., & Bakaç, C. (in press). A meta-analytic systematic review and theory of perceived listening and job outcomes (performance, relationship quality, affect, and cognition). Journal of Business and Psychology. Abstract The quality of listening in interpersonal contexts w...

We report five studies that examine a nurturing relationship with the supervisor as an antecedent of promotion focus, a motivation reflecting exploration, creativity, and attention to gains versus non-gains. We hypothesize that supervisors who provide a secure base for their employees will increase the employees’ state-promotion focus and create a...

A leader’s expressed humility has a favorable influence on subordinates’ job satisfaction, creativity, and performance. However, we know little about how humility affects one’s same-level coworkers. Shifting focus away from leader’s humility, we suggest that coworker humility can also produce positive effects but has a relationship-specific compone...

Sustainable social relationships can be produced by good listening. Good listening may be exhibited by people who endorse Carl Rogers’s schema of good listening; a set of beliefs about what constitutes high-quality listening. To measure it, in Study One, we constructed 46 items. In Study Two, we administered them to 476 participants and discovered...

We present meta-analyses linking listening with job performance, experiments showing that feedback provider's listening increases the perceived quality of feedback, a motivational intervention emphasizing listening to increase openness towards diverse groups, and conclude with challenges about differentiating perceived supervisor listening from rel...

We report four studies that examine listening as an antecedent of humility. We tested our hypotheses across four experiments (N = 597) using both self-reports and other reports of humility. Study 1 employed a recall task of poor or good listening. Studies 2 and 3 randomly assigned dyads to poor or good listening conditions. Study 4 randomly assigne...

We report four studies that examine listening as an antecedent of humility. We tested our hypotheses across four experiments (N = 597) using a dual-method approach for measuring humility. Study 1 employed a recall task of poor or good listening. Studies 2 and 3 randomly assigned dyads to poor or good listening conditions. Study 4 randomly assigned...

Humble leaders have subordinates with improved organizational outcomes such as job satisfaction, creativity, and performance. In this line of research, humility is typically construed as a leader trait that affects subordinates. Little is known about the effect of humility among same-level co-workers. We address this gap by uncovering the effect of...

Listening has powerful organizational consequences. However, studies of listening have typically focused on individual level processes. Alternatively, we hypothesized that perceptions of listening quality are inherently dyadic, positively reciprocated in dyads, and are correlated positively with intimacy, speaking ability, and helping-organizationa...

Recent research shows that humility plays a key role in improving lives in a work-setting. In this symposium, we invite a group of active humility researchers to share their latest thoughts and findings. Two studies address how humble leaders affect their subordinates. Wang and colleagues propose and find that humble leaders reduce subordinates’ co...

Purpose Following the call of DeNisi and Smith Sockbeson (this issue) to integrate the literatures on feedback and feedback-seeking, the authors propose to view feedback and feedback-seeking as behaviors falling on a conversation continuum ranging from telling subordinates something about their behavior (feedback) to listening. The authors develop...