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Human Relations, Vol. 58, No. 10, 1323-1350 (2005)
DOI: 10.1177/0018726705059929

Bringing humility to leadership: Antecedents and consequences of leader humility

J. Andrew Morris

Catawba College, USA, jamorris{at}catawba.edu

Céleste M. Brotheridge

Université du Québec à Montréal, Canada, grimard-brotheridge.celeste{at}uqam.ca

John C. Urbanski

Western Carolina University, USA, jcurbanski{at}yahoo.com

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.

Key Words: humility • leadership • power • virtues


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