The workplace features a wide range of leaders, from those prioritizing the needs of their team and organization to those who promote an authentic environment marked by openness, trust, and transparency. Recently, the University of South Australia highlighted the significant advantages of humble leadership within professional settings, as detailed in a study by Dr. Xiao Lin. This type of leadership has been shown to elevate employees’ workplace status by enhancing their respect and prominence while encouraging them to develop their leadership potential, thus motivating them to take charge and lead.

Humble leadership is characterized by leaders who maintain an accurate self-perception, acknowledge and appreciate the strengths and contributions of others, and are receptive to feedback, including criticism. These leaders engage in “bottom-up leadership,” which involves actively listening to employees, valuing their input, supporting their professional development, and encouraging them to initiate action. Dr. Lin, a member of UniSA’s Centre for Workplace Excellence and an expert in moral-based leadership styles, emphasizes the critical importance of understanding humble leadership in today’s complex and competitive business landscape.

Dr Lin advocates for implementing humble leadership, noting its substantial positive impact on workplace outcomes, including enhanced work engagement, proactive behaviour, well-being and resilience, and increased innovation, learning, and performance. According to Dr Lin, humble leadership elevates employees’ status, unlocks their potential and leads to a more engaged, innovative, and high-performing workplace. Additionally, it helps build a pool of influential leaders for the future, allowing organizations to maintain competitive advantages by fostering the leadership potential of their employees.

Humble leadership is effective when leaders provide ‘status cues’ reflecting humility and approachability. This could be demonstrated through a leader’s willingness to listen, learn, and collaborate with their team rather than asserting dominance or superiority. Another example of humble leadership in action is the practice of ‘role reversals,’ which allows employees to teach their leaders, empowering them to exert more influence in the workplace.

However, Dr. Lin points out that not all employees respond to humble leadership similarly, as their reactions depend on their characteristics. Employees focused on individual development, success, and competition tend to respond best to humble leadership. These individuals are driven to excel and influence their leaders, seeking to become high-status team members and stand out as exemplary employees.

Conversely, those who do not value their development or success in the workplace are less likely to benefit from humble leadership. Such employees are content to follow their leaders’ directives without striving to display their own strengths or contributions. This distinction underscores the varied effects of leadership styles across different employee demographics, highlighting the nuanced approach needed in leadership to cater to diverse employee needs.

More information: Xiaoshuang Lin et al, How do humble leaders unleash followers’ leadership potential? The roles of workplace status and individualistic orientation, Journal of Organizational Behavior. DOI: 10.1002/job.2793

Journal information: Journal of Organizational Behavior Provided by University of South Australia