Study suggests that having humility builds influence in an organisation

Being open to feedback, appreciative of others’ strengths and contributions and honest about mistakes can accrue trust by building strong relationships amongst colleagues.

Researchers from the University of Sussex Business School, University of Colorado Boulder, and Nanyang Technological University, recently conducted a survey of 610 leaders across 18 industries and 21 job functions.

These academics examined the relationship between having humility, mentoring, status, and promotability, and found that leaders who were most humble had the potential to wield significant influence within their organisations. 

The research showed that those demonstrating characteristics of humility — notably being open to feedback, appreciative of others’ strengths and contributions and honest about mistakes — can accrue trust by building strong relationships amongst their colleagues.

The aim of this study was to challenge the conventional narrative of leadership and advised those seeking to reach the top to stay humble.  

Dr Elsa Chan, Lecturer in Organisational Behaviour at the University of Sussex Business School, said:  "While some leaders climb the corporate ladder by taking a dominance route which could be costly, our research reveals that humble leaders take an alternative route – the status route that increases their influence. 

"Our study suggests that humble leaders can create and capture some human capital value through informal mentoring and enhance promotability within organisations. 

"It sheds light on the potential of humble leaders to not only positively impact their followers but also to advance their own careers within organisations," she added.

The researchers focused on human capital theory, suggesting that people can improve their value by focusing on education and training. The findings revealed that leaders who showcase humility tend to engage in behaviours that develop others naturally and, through this informal mentoring, build human capital and gain prestige, respect, and prominence.

Dr David Hekman, Associate Professor, University of Colorado Boulder, a co-author on the study, noted: 

"The general assumption is that humility doesn't aid a leader's personal career growth, with non-humble leaders often seen enjoying significant career success. Our study challenges this notion. 

"This new understanding is crucial for re-evaluating current perceptions in human resource management about the value of humility in leadership." 

Another co-author on the study, Prof Maw Der Foo, Professor, Nanyang Technological University, shared: "Organisations are encouraged to recognise and promote the role of informal mentoring in aiding the career growth of humble leaders through status enhancement."

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