The boastful. The proud. The arrogant.
Many of us bemoan leaders who trumpet and brag of their own self-perceived fantastic qualities.
They may claim that they are always accurate, more intelligent, better connected, hold wider networks, and simply grasp a monopoly on being right.
The boastful. The proud. The arrogant. Many of us bemoan leaders who trumpet and brag of their own self-perceived fantastic qualities. They may claim that they are always accurate, more intelligent, better connected, hold wider networks, and simply grasp a monopoly on being right.
While humans generally fall for the glittering allure of confident strong spoken leaders, we draw the line when that manager or executive becomes outright conceited.
We innately desire leaders who portray bold confidence in their jobs but humility pertaining to themselves.
Bradley Owens, Michael Johnson, and Terence Mitchell’s research details that leader humility includes three aspects. First, the leader seeks critical honest feedback and is correspondingly open.
Second, the executive freely and eagerly recognises accomplishments, contributions, and achievements of others on the team. Third, humble managers accept their own limits along with their own positive and negative traits.
Humble leaders hold multipronged positive affects on their followers and their teams. Leaders who demonstrate humility are more likely to listen to their subordinates instead of talk over them and bulldoze their ideas.
Workers whose leader listens to them are more likely to share new and innovative ideas and succeed in bringing creative solutions to boost performance in an organisation. Also, staff working for humble managers feel more empowered to shine.
However, mind the old song lyrics “Everything that glitters is not gold”. Executives that demonstrate modesty and meekness can also bring destruction to an organisation through unethical behaviour.New research from Darren Bharanitharan, Kevin Lowe, Somayeh Bahmannia, Lin Cui, and Zhen Chen lay out a critical framework to be mindful of humility in leaders.Humble leaders tend to be viewed favourably by others in the organisation and receive proportionally more praise for their humility and perceptions about having integrity.Unfortunately, when a leader accumulates mountains of praise, it creates excessive mental moral credits that then can hold potential for dark behaviours unethical to or for the firm.Moral credits mean that if an executive behaves in an unethical manner, he or she may still feel that they are moral and upright if they perceive that they have done a sizable amount of previous good deeds that represent a psychological bank account of moral […]
