- Humility is a powerful asset in driving organisational success, finds recent research from the University of Sussex Business School.
- Collaboration replaces authoritative leadership, fostering a work environment where everyone feels valued, experts say.
- Accountability and empowerment emerge as crucial traits in the evolving definition of humble leadership, inspiring collective responsibility and innovation among team members.
You would think that confidence and humility are mutually exclusive traits in the world of business. And, in the fast-paced workplace environment, managers are often seen as pompous and dominant.
Take Michael Scott from ‘The Office’ for instance. While he certainly projects confidence, it is definitely more about ego than true leadership ability. He throws his weight around to feel powerful (think “World’s Best Boss” mug), but deep down, lacks the humility to learn from his mistakes or acknowledge his shortcomings.
However, the truth is that a Hollywood icon like Tom Hanks – despite his towering achievements – has garnered admiration for his down-to-earth personality. He exemplifies a groundedness amidst the glitz of the film industry.
In the case of Steve Jobs at Apple, his journey illustrates a similar narrative. Initially known for his strong personality and visionary leadership, Jobs faced challenges due to his lack of humility, leading to his departure from the company.
Upon his return, Jobs demonstrated a newfound sense of humility, which complemented his confidence and vision. This balanced approach allowed him to lead Apple to unprecedented success, cementing his legacy as one of the greatest CEOs in history.
Does humility really impact leadership effectiveness?
Contrary to popular belief and Webster’s definition of humble as feeling insignificant or lack of assertiveness, true humility is far from a place of weakness or insecurity.
A fresh perspective from the University of Sussex Business School challenges these outdated definitions. According to their recent study, humility emerges as a powerful asset in career advancement.
Led by Dr. Elsa Chan, a researcher in the university’s Department of Management, and her team, the survey analysed over 600 leaders across different industries and job roles, uncovering a surprising trend: humble leaders wield significant influence within their organisations.
Dr. Chan emphasises that while some leaders opt for dominance, humble leaders take a different route, focusing on building trust and strong relationships through behaviours like openness to feedback and appreciation of others’ contributions.
Sally Susman, Pfizer’s chief corporate affairs officer, underscored the significance of humility in navigating today’s polarised landscape in a recent interview. Being a leader in the pharmaceutical industry and author of ‘Breaking Through,’ a book about how large companies like Pfizer can utilise humility and humour to communicate better, Susman emphasised that humility is a powerful leadership trait.
She shared the example of pharmaceutical companies working together to develop a COVID-19 vaccine, putting aside competition for the greater good.
“If you ask yourself every day ‘What can I learn today from others?’, you can automatically cultivate humility,” she says.
What does it mean to be a humble business leader today?
From boss mode to humble hero: Gone are the days of the all-knowing leader. Today’s business battlefield demands the hidden strength of humility in leadership. Confidence is still cool, but what if managers focus less on having the crown and more about building a kingdom together?
Collaboration
Trade in “my way or the highway” for “let’s build this road together.”
The University of South Australia Centre for Workplace Excellence conducted a study tracking 120 workplace teams and 495 team members only to find that leaders who exhibited humility i.e. self-awareness and embracing feedback, were able to yield positive outcomes and foster a culture of learning.
Humble leadership isn’t about shrinking into the background. It’s about creating an environment where everyone feels empowered to contribute.
Brad Owens, a professor of Business Ethics at the BYU Marriott School of Business, highlights the significance of cultivating collecting humility, adding, “Most people wish their top boss understood them and their job and their challenges much more than they do”.
Elva Bankins Baxter, founder and CEO of Bankins Consulting, Inc., and a Career Coach asserts that humble leaders often bridge the gap between themselves and team members, creating an environment where everyone feels valued and safe to make mistakes without the fear of criticism.
Accountability
A qualitative research study conducted by Bradley P. Owens and David R. Hekman sheds light on the evolving definition of humble leadership, highlighting that accountability emerges as a crucial trait.
But how exactly does this culture of accountability influence team dynamics and organisational culture?
Consider the ripple effect: as leaders openly acknowledge mistakes, recognise the skills of others, and actively seek opportunities for personal and professional growth, team members are inspired to take ownership of their work and actions. This collective responsibility not only enhances team performance but also cultivates a sense of unity and purpose.
Empowerment
From micro-manager to idea incubator: Humble leaders ditch the control freak act and create an environment where employees feel like superheroes, not sidekicks.
Dan Cable’s article on Harvard Business Review illustrates how humble leaders operate by creating low-risk spaces for employees to engage and innovate.
He mentions that Jungkiu Choi at Standard Chartered shifted from a top-down approach to focus on supporting the team.
The result? Alleviated employee anxiety and problem-solving at all organisation levels, leading to increased revenue.
From power to collective strength in leadership
The rise of the humble leader presents both exciting possibilities and potential challenges. While a collaborative and empowered workforce fosters innovation and agility, concerns arise regarding accountability and clear direction. Can a focus on shared decision-making lead to analysis paralysis or hinder the ability to make swift choices in a dynamic market?
Additionally, measuring a leader’s humility remains a grey area. Ultimately, the success of the humble leadership model hinges on striking a delicate balance: encouraging diverse perspectives while ensuring clear decision-making and fostering trust without compromising accountability.
Looking ahead, the future of leadership lies not in the pursuit of individual power, but in the collective strength fostered by humility. By prioritizing collaboration, accountability, and empowerment, humble leaders pave the way for organisations to adapt, innovate, and thrive in the face of tomorrow’s challenges.
As Jim Collins, author of the seminal leadership book Good to Great and a renowned management thinker, aptly states, “The x-factor of great leadership is not personality, it’s humility”.
One thing is for sure: humility is no longer a back-burner trait for successful leaders.
By, Gowri Ramesh
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