Bringing humility to leadership: Antecedents and consequences of leader humility
As noted by McGill and Slocum (1998), effective leadership tends to operate as a contingency theory. The romanticized notion of celebrity CEOs that has been lionized in the popular business press has its place in the leadership pantheon, but, like any other approach to leadership, has limitations in...
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| Veröffentlicht in: | Human relations (New York) 2005-10, Vol.58 (10), p.1323-1350 |
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| container_title | Human relations (New York) |
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| creator | Morris, J. Andrew Brotheridge, Céleste M. Urbanski, John C. |
| description | As noted by McGill and Slocum (1998), effective leadership tends to operate as a contingency theory. The romanticized notion of celebrity CEOs that has been lionized in the popular business press has its place in the leadership pantheon, but, like any other approach to leadership, has limitations in its application. In particular, as discussed by Collins (2001a), sustained organizational functioning is more likely to be the result of the celebrity’s antithesis, a person possessing a blend of humility and strong personal will. This article draws from a diversity of sources in order to explore this potential nexus between humility and leadership. It offers a precise conceptualization of the concept of humility, identifies traits that are predictors of humility as well as the specific leadership behaviors that are likely to be the outcomes of high levels of humility. |
| doi_str_mv | 10.1177/0018726705059929 |
| format | Article |
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| subjects | Behavior Celebrities Celebrity Chief executive officers Economists Human relations Humility Interpersonal relations Leaders Leadership Personality traits Power Psychology Self-esteem Sociology Sociology of organizations and enterprises. Bureaucracy and administration Sociology of work and sociology of organizations Studies Success Theory |
| title | Bringing humility to leadership: Antecedents and consequences of leader humility |
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