A recent management column in the Wall Street Journal appeared under the appealing headline, “The Best Bosses Are Humble Bosses.” The article reported that humble leaders “inspire close teamwork, rapid learning and high performance in their teams.” It even reported that one HR consulting firm is planning to introduce an assessment to identify personality traits that include “sincerity, modesty, fairness, truthfulness, and unpretentiousness,” inspired in part by what two psychology professors call the H Factor (“a combination of honesty and humility.”)
If Humility Is So Important, Why Are Leaders So Arrogant?
Lots of executives think they can’t be humble and ambitious at the same time.
October 15, 2018
Summary.
There is clear evidence that humble leaders outperform arrogant leaders. And yet, leaders at every level have a hard time checking their egos at the office door. Why? Well, for one, too many leaders think they can’t be humble and ambitious at the same time. Humility can also feel soft at a time when problems are hard; it can make leaders feel vulnerable when people are looking for answers and reassurances. And lastly, leaders often would rather fail than to admit their dependence on someone else.
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New!
HBR Learning
Leading People Course
Accelerate your career with Harvard ManageMentor®. HBR Learning’s online leadership training helps you hone your skills with courses like Leading People. Earn badges to share on LinkedIn and your resume. Access more than 40 courses trusted by Fortune 500 companies.
What you need to know about being in charge.