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Bringing humility to leadership: Antecedents and consequences of leader humility

Morris, J. Andrew, Brotheridge, Céleste M., Urbanski, John C.·2005·Human Relations
DOI 10.1177/0018726705059929
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Abstract

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.

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Citations

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Metadata

Authors
Morris, J. A., Brotheridge, C. M., & Urbanski, J. C.
Affiliations
  • Catawba College, USA,
  • Université du Québec à Montréal, Canada,
  • Western Carolina University, USA,
Venue
Human Relations
Publisher
SAGE Publications
Published
2005-10
Volume
58
Issue
10
Pages
1323-1350
ISSN
  • 0018-7267
  • 1741-282X
DOI
10.1177/0018726705059929
Cited by
407
References
9
Language
en
Licence
journals.sagepub.com/page/policies/text-and-data-mining-license (tdm)

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