Active open-minded thinking and intellectual humility are relatively poorly researched constructs. With this research, we wanted to deepen our knowledge of these two constructs in the context of organizations. We were interested in whether active open-minded thinking and intellectual humility of managers can contribute to understanding the job attitudes of their subordinates. We included three job attitudes in the research: job satisfaction, work engagement and perceived organizational support. A statistically significant positive correlation was found between self-reported active open-minded thinking of managers and their intellectual humility as seen by their subordinates. Active open-minded thinking is not related to any of the examined job attitudes. On the other hand, intellectual humility of managers is positively correlated with work engagement and perceived organizational support of subordinates. Although no correlation was found between active open-minded thinking of managers and job attitudes of their subordinates, given that the new perspective on testing the mediation model does not require a link between predictors and criteria, we also examined the mediating role of managers' intellectual humility in relation to managers' active-open thinking and their subordinates' job attitudes. A positive indirect effect of the manager's active open-minded thinking on the work engagement and perceived organizational support of their subordinates through the manager's intellectual humility was found, but the total and direct effect in both cases are insignificant. Such findings point to the need for further research.