Humble leaders are known for their modesty, lack of arrogance, and willingness to learn from others. Some people wonder if humble leaders have low self-esteem or lack confidence in themselves. Self-esteem refers to a person’s overall evaluation of their own self-worth. While humility and self-esteem are related, they are distinct constructs. Humble leaders can have a healthy, accurate view of themselves, without negativity or excessive self-criticism. In fact, leaders with low self-esteem may struggle to inspire and motivate others effectively.
What is humility?
Humility involves being open to new ideas, recognizing one’s mistakes, limitations and opportunities for growth. Humble leaders do not see themselves as superior to others. They are willing to receive feedback and criticism without becoming defensive. Humility enables leaders to put aside their ego and focus on organizational goals and employee well-being.
Key attributes of humble leaders:
- Willingness to learn from others
- Ability to acknowledge mistakes
- Lack of arrogance and sense of entitlement
- Openness to critical feedback
- Comfortable sharing credit and spotlight with team
What is self-esteem?
Self-esteem refers to a person’s subjective evaluation of their own worth and competence. People with high self-esteem have an overall positive view of themselves. They believe they are deserving of love, happiness and fulfillment. Those with low self-esteem frequently criticize themselves, doubt their abilities, and feel unworthy or inadequate.
Self-esteem exists on a continuum from low to high. People require a basic level of self-esteem to feel secure and confident enough to pursue challenges, persevere through difficulties, and experience satisfaction. Excessively high self-esteem can manifest as narcissism, where people have an inflated, unrealistic positive view of themselves. Most experts agree the healthiest self-esteem level is high but well-anchored in reality.
Is there a relationship between humility and self-esteem?
There appears to be a modest positive correlation between humility and self-esteem. People with higher self-esteem tend to have greater humility. However, the two constructs are distinct. Humility involves how a person relates to others, whereas self-esteem reflects how someone feels about themselves. Leaders can have high self-esteem, while also remaining humble. In fact, realistic self-esteem enables leaders to be confident enough to demonstrate humility.
Additionally, humble leaders do not necessarily have low self-esteem. They can recognize their strengths and feel positive about themselves, while also being open, self-reflective and respectful towards others. Humility is associated more with balance and accuracy of self-view, rather than excessively negative self-judgments. Leaders with clinical levels of low self-esteem may actually struggle to be effective due to insecurity, risk-aversion and need for validation.
Do humble leaders lack confidence?
While some people assume humble leaders lack confidence in themselves, humility does not necessarily imply low confidence. Leaders can be quietly assured of their abilities, without being arrogant or overbearing. Here are reasons confident humility is possible:
Humble leaders have inner strength
Truly humble leaders have a quiet inner strength and self-assuredness. They do not need to constantly prove themselves to feel adequate. Their identity is not tied to external validation or status. Humble leaders have the courage and confidence to do what they believe is right, even if it is unpopular. Their humility reflects inner security.
Humbleness requires self-awareness
Humble leaders have a high degree of self-awareness. They know their principles, strengths, and limitations. This accurate self-perception provides self-knowledge to recognize areas requiring self-improvement. Confidence comes from using one’s talents for the benefit of others, not feeding one’s ego.
Humility facilitates learning
Humble leaders are lifelong learners. Their curiosity and openness to feedback fosters continued growth and excellence. They surround themselves with people of diverse perspectives, create psychologically safe environments, and value mentoring. Confidence comes from continuous improvement.
Prioritizing organizational success
Humble leaders care more about organizational success than personal glory. They gladly share credit with colleagues and subordinates to accomplish goals. Their fulfillment comes from achievement, not limelight. Confidence arises from strong values and purpose beyond ego.
Balance is key
The most effective leaders have a sense of humble confidence. This means having self-assuredness balanced with care and compassion for others. They have high standards without unrealistic expectations of perfection. Confidence enbles decisiveness; humility enables collaboration. The right equilibrium fosters organizational trust and success.
Are there downsides to leader humility?
While humility is a valuable leadership strength, there are potential downsides if taken to an extreme. Here are risks of overly self-effacing humility:
Indecisiveness
Leaders who excessively minimize their own judgement may become chronically indecisive and rely too heavily on consensus. This can lead to analysis paralysis and lack of direction. Leaders need sufficient confidence to take decisive action when required.
Conflict avoidance
Humble leaders may avoid healthy dissent and constructive debate in the spirit of getting along harmoniously. Difficult conversations and addressing performance problems may be put off. Some conflict encourages new thinking and progress.
Under-recognition
Effacing leaders often deflect praise and recognition onto their teams. While laudable, they need some degree of comfort with appreciation torole model acknowledging contributions of others. Their achievements should not be dismissed.
Martyrdom
In the spirit of service, highly self-sacrificing leaders may take on too many responsibilities at personal cost. They may come to resent silent suffering and need support in sustaining work-life balance.
Manipulation risk
Feigned humility can be used as a tool of manipulation. Leaders may downplay their expertise and powers disingenuously to further their own agendas. Authentic transparency is required to avoid duplicity.
Innovation stagnation
An overly egalitarian humble leader may avoid shaking up the status quo and introducing needed innovations for fear of seeming superior or arrogant. Healthy humility needs to be tempered with calculated risk-taking.
Like any strength, humility is most effective when balanced thoughtfully with confidence, discernment and well-anchored values.
Do humble leaders make good CEOs?
There is growing evidence that humble leaders tend to make particularly effective CEOs and organizational leaders. Here are reasons why humble leaders excel as CEOs:
They build trust.
Humble leaders admit mistakes, share credit, and focus on the greater good. This builds credibility and trust across the organization. Workers are more willing to follow humble leaders.
They empower others.
Humble leaders actively listen, mentor, develop staff and delegate appropriately. They do not feel threatened by others’ talents. This empowerment fosters engagement.
They role model learning.
Humble leaders never stop learning and evolving. Their commitment to growth reinforces continuous improvement throughout the organization.
They attract talent.
Arrogant leaders often drive away promising hires. Humble leaders attract and retain top talent by fostering inclusive, psychologically safe workplaces.
They align on mission.
The focus on organizational success over self-glorification allows humble leaders to rally and align people around a shared purpose and values.
They accept uncertainty.
Humble leaders accept that no one, including themselves, has all the answers. This comfort with uncertainty allows more flexibility, creativity and innovation.
They adapt and evolve.
Humble leaders remain open-minded and responsive, rapidly adapting to changing markets. This nimbleness gives competitive advantage.
The best CEOs have sufficient self-confidence to lead decisively, balanced with the humility to continuously learn and improve.
Famous Humble Leaders
While arrogance may grab headlines, some of the most respected leaders demonstrate quiet humility. Here are examples of well-known humble leaders:
Mother Teresa
Devoting her life to serving the poor, Mother Teresa displayed extraordinary compassion and humility. She avoided the limelight, saying “I am a little pencil in the hand of God.” Her selfless service inspired many.
Abraham Lincoln
Despite his accomplishments, Abraham Lincoln was known for his gentle humility. He refused to let failures deter him, saying “I have been driven many times upon my knees by the overwhelming conviction that I had no where else to go.”
Nelson Mandela
Nelson Mandela exhibited grace and humility even after being imprisoned for decades. He eschewed vengeance to unify South Africa, saying “I was not a messiah, but an ordinary man who had become a leader because of extraordinary circumstances.”
Katharine Graham
As owner of the Washington Post, Katharine Graham built confidence to lead publicly, while remaining committed to learning. She said: “The longer I was at the work, the more I realized how much I had to learn.”
Warren Buffet
Known as the “Oracle of Omaha” for investment savvy, Warren Buffet maintains folksy humility. He lives simply, donates billions, and says: “It takes 20 years to build a reputation and five minutes to ruin it.”
Margaret Thatcher
The UK’s tough “Iron Lady” Prime Minister balanced strength with humility. She noted: “I don’t think there will be a woman Prime Minister in my lifetime.” She then became the first female PM.
Oprah Winfrey
One of the wealthiest women in media, Oprah Winfrey overcame hardship with determination and humility. She aims to “offer people illumination and inspiration and authentic power.”
These leadership examples demonstrate that humility should not be confused with meekness or insecurity. Humble leaders can be confident, visionary change-makers.
Developing Humble Leadership
Many leaders aspire to gain humility. While inherent temperament matters, leaders can also take active steps to enhance humble leadership:
Keep ego in check
Watch for ego inflation and self-serving bias. Surround yourself with frank advisors. Accept you aren’t infallible.
Adopt a beginner’s mindset
Commit to lifelong learning. Ask curious questions. Listen attentively. Consider perspectives different than your own.
Accept imperfections
Strive for self-compassion about your mistakes and flaws. Focus on improvement over condemnation.
Give credit
Highlight contributions of others. Share praise and opportunities openly. Amplify unheard voices.
Model accountability
Take personal responsibility for failures without blaming. Apologize sincerely. Demonstrate how to learn from errors.
Cultivate character
Nurture virtues like wisdom, courage, justice. Uphold ethical principles under pressure. Place service over selfishness.
Genuine humility comes from inner growth and commitment to compassion. Its quiet power serves both people and organizations.
Conclusion
Humble leaders do not have inherently low self-esteem. They can maintain a confident self-assuredness while relating to others with modesty and respect. Humility enables openness to feedback, empowerment of others, and service over self-interest.
While excessive self-effacement has downsides, leaders who cultivate prudent humility build trust, model learning, and create unifying visions. Humility blends self-awareness with self-transcendence. At its heart, humility reflects courage, wisdom and care in service of the greater good. Its silent strength offers much to both humanity and organizations.
