In today’s fast-evolving organisational landscape, leadership styles have shifted significantly from authoritative models to those that embrace empathy, collaboration, and humility. Leaders who demonstrate humility foster trust, encourage innovation, and nurture organisational resilience. This article explores the critical components of leading with humility, and connects these ideas to academic literature, providing a robust understanding of why humility is essential for effective leadership.
1.0 Own When You’re Wrong
Humility begins with acknowledging mistakes. Leaders who can admit their faults cultivate a culture of accountability and trust. Goleman et al. (2013) in their work on emotional intelligence argue that self-awareness—an integral aspect of humility—enables leaders to recognise and accept their shortcomings. By owning up to errors, leaders signal to their teams that perfection is not a prerequisite for leadership, thereby humanising their role and empowering others to take calculated risks without fear of blame.
Moreover, Kets de Vries (2014) highlights that leaders who display vulnerability by admitting mistakes strengthen their credibility and foster an environment where learning from failures is normalised. Practical applications of this principle include openly addressing errors in team meetings and discussing lessons learned to prevent recurrence.
2.0 Prioritise Listening Over Speaking
Active listening is one of the hallmarks of a humble leader. Covey (1989) in The 7 Habits of Highly Effective People emphasises the importance of seeking first to understand before being understood. This principle underscores the need to pause, listen, and reflect before responding. Leaders who actively listen demonstrate respect for their team members, validating their perspectives and fostering a sense of inclusivity.
Research by Brownell (2012) suggests that effective listening in leadership leads to improved employee satisfaction and higher levels of engagement. Leaders can practise this skill by adopting techniques such as paraphrasing responses, asking clarifying questions, and ensuring that quieter voices within the team are also heard. Such practices build trust and enable a richer exchange of ideas.
3.0 Welcome Different Perspectives
Diversity of thought is a key driver of innovation. Humble leaders recognise that their perspectives are not exhaustive and actively seek out differing opinions to broaden their understanding. Edmondson (2019) in her seminal work on psychological safety notes that leaders who value diverse perspectives create an atmosphere of openness and creativity, essential for problem-solving in complex environments.
Organisations like Google exemplify this principle through their promotion of cross-functional teams that encourage varied viewpoints. According to Page (2007), diversity in decision-making processes leads to superior outcomes, as it allows for more comprehensive analysis and better solutions.
4.0 Ask for Feedback and Act on It
Feedback is an indispensable tool for growth, yet it requires humility to solicit and accept it constructively. Research by London and Smither (2002) on multi-source feedback systems indicates that leaders who embrace feedback demonstrate higher levels of performance and adaptability. However, the act of requesting feedback alone is insufficient; acting upon it is equally crucial.
Kotter (1996) in Leading Change argues that humility in leadership fosters the adaptability needed to implement constructive feedback effectively. Leaders can create feedback loops through regular one-on-one check-ins, anonymous surveys, or external coaching. This commitment to continuous improvement not only enhances their own effectiveness but also models a growth mindset for the organisation.
5.0 Lead by Example, Not Ego
Leadership is most impactful when rooted in action rather than authority. Authentic leaders inspire their teams by embodying the values and behaviours they advocate. George et al. (2007) argue that authenticity, which closely aligns with humility, builds trust and strengthens interpersonal relationships within teams.
A practical illustration of this principle can be seen in crisis scenarios where leaders step into the trenches alongside their employees. For example, during the COVID-19 pandemic, leaders who actively participated in frontline efforts earned admiration and loyalty from their teams. Such actions dissolve hierarchical barriers and promote a culture of mutual respect.
6.0 Show Patience Under Pressure
Remaining composed under stress is a critical attribute of a humble leader. According to Drucker (2001), effective leaders maintain equanimity even in the face of adversity, thus providing stability and reassurance to their teams. Patience under pressure not only fosters resilience but also enables leaders to make rational decisions.
Studies by Schein (2010) reveal that when leaders stay calm, it reduces anxiety within their teams and encourages collaborative problem-solving. Techniques such as mindfulness, active stress management, and transparent communication can help leaders navigate challenging situations with grace.
7.0 Invest in Others’ Growth
Finally, humility in leadership is epitomised by a commitment to the growth and development of others. Servant leadership theory, as articulated by Greenleaf (1977), underscores the importance of prioritising the needs of the team and facilitating their professional and personal growth. Leaders who mentor and empower their employees foster loyalty, reduce turnover, and drive organisational success.
Practical strategies for investing in others include providing learning opportunities, recognising achievements, and offering constructive feedback. For instance, organisations like IBM have mentorship programmes that pair senior leaders with junior employees to accelerate their development.
The Benefits of Leading with Humility
The advantages of humility in leadership extend beyond individual teams to the broader organisation. Research by Owens and Hekman (2012) shows that humble leaders are more effective in navigating complex, uncertain environments. Additionally, such leaders foster cultures of psychological safety, where employees feel empowered to voice ideas and concerns without fear of judgment.
Organisations led by humble leaders often experience higher levels of innovation, employee engagement, and customer satisfaction. This is corroborated by a study by Vera and Crossan (2004), which highlights that humility enables leaders to adapt to change, build collaborative cultures, and sustain long-term organisational success.
Leadership rooted in humility is not merely a theoretical ideal but a practical necessity in today’s dynamic world. By owning mistakes, prioritising listening, welcoming diverse perspectives, and fostering the growth of others, leaders can create inclusive, high-performing teams. Drawing from different leadership frameworks and supported by academic research, it is evident that humility is a powerful tool for building trust, driving innovation, and achieving sustainable success.
As organisations continue to navigate uncertainty, the principles of humble leadership offer a roadmap for resilience and adaptability. Future leaders would do well to integrate these practices into their daily interactions, fostering not only personal growth but also the advancement of their teams and organisations.
References:
Brownell, J. (2012) Listening: Attitudes, Principles, and Skills. 5th ed. Boston: Pearson.
Covey, S. R. (1989) The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change. New York: Simon & Schuster.
Drucker, P. F. (2001) The Essential Drucker. New York: HarperBusiness.
Edmondson, A. C. (2019) The Fearless Organisation: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth. Hoboken: Wiley.
George, B., Sims, P., McLean, A. N., and Mayer, D. (2007) “Discovering Your Authentic Leadership”. Harvard Business Review. 85(2), pp. 129-138.
Goleman, D., Boyatzis, R., and McKee, A. (2013) Primal Leadership: Unleashing the Power of Emotional Intelligence. Boston: Harvard Business Review Press.
Greenleaf, R. K. (1977) Servant Leadership: A Journey into the Nature of Legitimate Power and Greatness. New York: Paulist Press.
Kets de Vries, M. F. R. (2014) The Leadership Mystique: Leading Behaviour in the Human Enterprise. 3rd ed. London: Pearson.
London, M., and Smither, J. W. (2002) “Feedback Orientation, Feedback Culture, and the Longitudinal Performance Management Process”. Human Resource Management Review. 12(1), pp. 81-100.
Owens, B. P., and Hekman, D. R. (2012) “Modelling How to Grow: An Inductive Examination of Humble Leader Behaviours, Contingencies, and Outcomes”. Academy of Management Journal. 55(4), pp. 787-818.
Vera, D., and Crossan, M. (2004) “Strategic Leadership and Organisational Learning”. Academy of Management Review. 29(2), pp. 222-240.
Page, S. E. (2007) The Difference: How the Power of Diversity Creates Better Groups, Firms, Schools, and Societies. Princeton: Princeton University Press.
