The word "humility" may not always be the first thing that comes to mind when one reflects on the skills most admired in a leader but its impact on a leader’s effectiveness cannot be overstated. Humility is a trait that can transform a leader (and their organization) by influencing the culture and enhancing the experiences of all employees.

All leaders share in the success of their employees, but humble leaders prioritize their employee’s and team’s successes over their individual pursuit of personal accolades, being quicker to share credit with team members and celebrate the accomplishments of others than they are to highlight their own achievements. Humble leaders are often introspective, want to develop new skills (in themselves as well as within their employees), and are not afraid to admit and learn from their mistakes. With humility comes an acknowledgement of personal limitations (AND a desire to overcome or eliminate them). Humble leaders set an example for their team members by creating a culture that embraces continuous learning and growth.

Humility creates trust and the perception of relatability and approachability. Humble leaders are more likely to listen attentively to their team members, consider diverse viewpoints, and foster an inclusive environment all essential for enhancing employee engagement and overall well-being. Humility sends the message that most people want to “hear” or perceive – that a leader is human, empathic, listens before acting, and is not “above it all.”

Dr. Franziska Frank, author of The Power of Humility in Leadership, has asserted that the authoritarian style and reliance on hierarchy are much less valued, even devalued, than are the interests and expectations employees have that their leaders are humble. Dr. Frank makes a convincing case that humility in leadership is a source of strength and not a sign of weakness. Recent research points to a huge perception gap. While 97% of managers reported that they want to be a humble leader (80% actually think they are), only 35% of employees agree. Why does this gap exist? A closer look into the reality behind the numbers is warranted.

There are several likely reasons that more humble people are leaders. One critical reason is that while 97% of leaders want to be humble (knowing and being aware of that this is a highly desirable trait), their upbringing, development, and experiences have taught them something quite different. Many individuals have learned that demonstrating humility is often perceived as weakness while being seen as a “strong” leader is much more desirable. The examples are everywhere. We have seen a proliferation of strong (overbearing?) leaders in politics, the media, and at all levels of our workplace who demonstrate something quite different (the opposite?) than humility. These perceived attitudes are often the result of realized behaviors like arrogance, egotism, pride, self-importance, and condescension. When these behaviors are persistently and constantly modeled, they can become very controlling or influential examples of what we think we know about being an effective leader. When seeing apparent success, we often emulate these behaviors to create the success we see and desire (even though we might know that humility is a more effective long-term approach). While knowledge and intentions are good, they often “give way” to the temptation to “succeed at any cost” that compels us to use the behavior we tend to see the most (which, unfortunately, is not humility). 

Every leader makes choices about how to motivate others and each choice defines what the leader values most…their reputation, status, power, intelligence, or sense of control (self-oriented behaviors) or their relationships, how they value others, and their effectiveness in serving others. The kind of leader you are can be determined easily based on what is most valued. Aspiring and current leaders alike should recognize the transformative power of humility, incorporating it into their leadership style, for the benefit of their teams and their organizations.

The Employers’ Association Leadership programs consistently provide concepts and activities that help leaders adopt new and more effective mindsets about leadership and its powerful impact. Please reach out to us to learn more about how these programs can transform your developing leadership talent. Give us a call at 616.698.1167 – or e-mail me at [email protected] to learn more.