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If you look back at the source for the "Humble People Make the Best Leaders" source, it's a little less straight forward than that. It's not about humble leaders, it's mainly a study about how altruistic leaders make their employees feel:

https://hbr.org/2014/05/the-best-leaders-are-humble-leaders

And that supposedly helped in somewhat ambiguous fields: Uniqueness, Belongingess, Team Citizenship, and Innovation

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That's not the only cited reference to back up this claim:

http://journals.sagepub.com/doi/abs/10.1177/0149206315604187

> Findings largely support our theoretical assertions, suggesting that CEO humility has important implications for firm processes and outcomes.

Ambiguous indeed. These concepts are so slippery because "humility" in the technical sense used in the research article is not necessarily the same "humility" as used in the vernacular. Nobody usually cares, but in this case I think the technical "humility" is a name given to a murky soup of psychometric attributes.

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