The purpose of the current research was to identify the Consequences of humble leadership for managers. This applied research was done with a documentary and meta-composite method. The seven-step method of Sandelowski and Barroso (2007) was used for data analysis. The statistical population studied included all Persian and English studies published in the field of humble leadership for managers between 2000 and 2023. In this regard, key words related to the purpose of the research were searched and the articles and documents obtained using the purposeful sampling method, finally 53 articles that met the inclusion criteria, using the three-stage coding method (open, central, selective) were analyzed through Maxqda 2020 software. The reliability of the codings was confirmed using the Kappa coefficient of agreement with a value of 0.92, and to check the validity of the research, the findings were provided to 4 qualitative research experts. Based on the results of data analysis, 75 open codes were identified, which were categorized into 25 concepts and 3 categories. The findings showed 3 categories of positive impact on the leader's person (acceptance from the group, leader's charisma and maintaining self-confidence and self-esteem and emotional well-being of the leader), Positive impact on followers (work ethic, knowledge sharing, job enthusiasm, innovative behavior, creativity, reduction of leaving service and job transfer, trust, satisfaction, self-efficacy, sense of worth and organizational citizen behavior) and the positive impact on the organization (two-way strategic orientation, progress, increasing effectiveness, innovation, strengthening team cohesion, improving job performance, efficiency and increasing productivity) are proposed as the consequences of humble leadership for managers.