In today’s workplaces, leaders come in many forms. Some put their team and organization’s needs above their own, while others focus on being open, honest, and transparent.
A study from the University of South Australia highlights the benefits of humble leadership at work. According to the study, humble leaders can raise employees’ status by increasing their sense of respect and importance. They also inspire employees to take on leadership roles themselves.
Humility pays off
Humble leaders see themselves clearly, value the strengths and contributions of others, and are open to feedback, even when it’s critical. They practice “bottom-up leadership,” which means they listen to their employees, support their professional growth, and encourage them to take initiative.
This approach not only boosts individual and team performance but also creates a workplace culture of mutual respect and continuous improvement.
“Understanding and implementing humble leadership is essential as it’s been shown to positively impact individual and team outcomes in the workplace including work engagement, proactive behavior, well-being and resilience and increased innovation, learning and performance,” the researchers say.
“Humble leadership is a powerful tool for lifting employees’ status and unlocking their potential, leading to a more engaged, innovative and high-performing workplace. It can also help build a pool of effective leaders for the future. By fostering the leadership potential of employees, organizations can maintain competitive advantages.”
Status cues
Humble leadership is effective when leaders give “status cues” that show their humility and approachability. This might mean a leader shows they are willing to listen, learn, and work with their employees rather than asserting dominance.
Another example is “role reversals,” where employees teach their leaders, which encourages employees to take more initiative. The authors note that not all employees will respond the same way to humble leadership; it depends on their personal traits.
“Employees who focus on individual development, success and competition respond best to humble leadership behaviors. These are people who feel the need to be at the top, stand out and be excellent employees so they have the chance to influence their leaders and become high-status team members,” they conclude.
“People who don’t place as much value on their own development and success in the workplace are less likely to benefit from humble leadership behaviors. These sorts of employees will do whatever the leaders tell them. They have no interest in teaching their leaders or displaying their own strengths or contributions.”
