Humility

Humility

Daryl R. Van Tongeren1, Don E. Davis2, Joshua N. Hook3, and Charlotte vanOyen Witvliet

Current Directions in Psychological Science, 2019, Vol. 28(5) 463–468

The argument it makes:

That humility has several aspects worth further research. Humility requires that one be open to new possibilities, to defend a position while remaining open to the possibility of change. To believe that a culture is not the best just because it is one’s own. Learning is more important that being right.

Key findings:

Firstly, that humility is good for social bonding, allowing us to form initial bonds, then resolve and move past disagreements. Second, it lubricates relationships and offsets power differentials or cultural misunderstandings – particularly important for leaders. Lastly, it contributes to better mental well-being.

Research needed to determine whether there is a ‘dark’ side that would offset the positives of humility.

Conclusions:

Humility is a powerful tool for enhancing relationships. It offsets power for leaders and makes them more likely to be appreciated and respected. It respects other’s status, and increases relatedness. It eases the sense of control and offers a sense of openness.

Practical applications:

Being humble can help leaders maintain influence through interpersonal relationship quality. It doesn’t undermine respect – it enhances it. Develop it by questioning your beliefs. Ironically, you need it to develop it. It also implies – and requires – trust, which is a key tenet of leadership (and followership).