Journal articles: 'Humility in literature'

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Szram, Mariusz. "Terminologia dotycząca pokory i pychy w pismach greckich Ojców Kościoła IV wieku." Vox Patrum 58 (December 15, 2012): 327–42. http://dx.doi.org/10.31743/vp.4085.

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The aim of the presented paper is to analize the terminology describing humility and pride that appears in the writings of the Greek Fathers of the Church of the 4th century (Basil the Great, Gregory of Nazianzus, Gregory of Nyssa, John Chrysostom). To describe a humility they used the traditional terms that derived from ancient philosophy and were also well known in the Septuagint and in the New Testament writings; and used in the letters by Saint Paul and Saint Peter. The ancient Greek thought didn’t know a virtue of humility, so the philosophers didn’t use the last of these terms. However, the first two were used in the ancient Greek literature, but usually in a pejorative sense and meant „smallness”, „weakness”, „misery”. In the works of Greek Fathers of the Church the adjective and the substantive had a wider semantic field than the substantive „virtue of humility”. They could have meant the virtue of humility, as well as a natural state of abasement of man as a created being; or a humiliation caused by the sin, and even all lowliness in the world of spirit and matter. The terms associated with the pride, used by the Greek Fathers of the Church, remained unchanged since the time of ancient Greek philosophy and literature, which devoted to this fault not less space than later Christianity.

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Rego, Arménio, Bradley Owens, Kai Chi Yam, Dustin Bluhm, Miguel Pina e. Cunha, Anthony Silard, Lurdes Gonçalves, Mafalda Martins, Ace Volkmann Simpson, and Wenxing Liu. "Leader Humility and Team Performance: Exploring the Mediating Mechanisms of Team PsyCap and Task Allocation Effectiveness." Journal of Management 45, no. 3 (January 27, 2017): 1009–33. http://dx.doi.org/10.1177/0149206316688941.

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Although there is a growing interest toward the topic of leader humility, extant research has largely failed to consider the underlying mechanisms through which leader humility influences team outcomes. In this research, we integrate the emerging literature of leader humility and social information processing theory to theorize how leader humility facilitates the development of collective team psychological capital, leading to higher team task allocation effectiveness and team performance. While Owens and Hekman (2016) suggest that leader humility has homogeneous effects on followers, we propose a potential heterogeneous effect based on the complementarity literature (e.g., Tiedens, Unzueta, & Young, 2007) and the principle of equifinality (leaders may influence team outcomes through multiple pathways; Morgeson, DeRue, & Karam, 2010). In three studies conducted in China, Singapore, and Portugal, including an experiment, a multisource field study, and a three-wave multisource field study, we find support for our hypotheses that leader humility enhances team performance serially through increased team psychological capital and team task allocation effectiveness. We discuss the theoretical implications of our work to the leader humility, psychological capital, and team effectiveness literatures; and offer suggestions for future research.

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Zhong, Jie, Li Zhang, Ping Li, and Duo Zhen Zhang. "Can leader humility enhance employee wellbeing? The mediating role of employee humility." Leadership & Organization Development Journal 41, no. 1 (December 11, 2019): 19–36. http://dx.doi.org/10.1108/lodj-03-2019-0124.

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Purpose The purpose of this paper is to explore the relationship between leader humility and employee well-being. Based on social information processing (SIP) theory and previous literature concerning leader humility, this paper identifies employee humility as the mediator and suggests that perceived leader effectiveness moderates these relationships. Design/methodology/approach This study employed a survey involving 228 employees to test the hypothesized moderated-mediation model. Findings Leader humility is positively related to employee well-being. Employee humility mediates leader humility and employee well-being, except for emotional exhaustion. Moreover, the effect of leader humility on employee humility and the indirect effect of leader humility on employee job satisfaction and work engagement are stronger under high perceptions of leader effectiveness. Originality/value Based on the framework of SIP theory, this paper contributes to the literature on humble leadership and employee well-being by treating employee humility as the mechanism and perceived leader effectiveness as the moderator. Few previous studies have investigated the influence of leader humility on employee well-being.

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Chang, Tina. "Humility." Callaloo 20, no. 3 (1997): 601–2. http://dx.doi.org/10.1353/cal.1998.0063.

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Yonker, Julie E., Cassie J. Wielard, Carolyn L. Vos, and Ashley M. Tudder. "Teaching humility in first-grade Christian school children." International Journal of Christianity & Education 21, no. 1 (November 17, 2016): 55–71. http://dx.doi.org/10.1177/2056997116671727.

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Four classes of first-grade children at a Christian school took pre- and post-tests measuring humility. Two intervention classes had devotional lessons on humility and two comparison classes did not. For one week, devotional lessons featured humility-related children’s literature, cognitively appropriate discussions, writing about humility, and teacher-reinforced behaviors of humility. Intervention classes showed a slight increase in humility relative to comparison classes. After statistical control for personality traits of Agreeableness and Conscientiousness, increases in humility disappeared; personality could be a mediator of humility assimilation. This research provides feasibility of teaching and measuring humility in young Christian school children.

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Cariou, Warren. "On Critical Humility." Studies in American Indian Literatures 32, no. 3-4 (2020): 1–12. http://dx.doi.org/10.1353/ail.2020.0015.

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Beasley, Brett. "Oscar Wilde’s Humility." Renascence 69, no. 4 (2017): 254–72. http://dx.doi.org/10.5840/renascence201769420.

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Docherty, Thomas. "On Critical Humility." Textual Practice 23, no. 6 (December 2009): 1029–43. http://dx.doi.org/10.1080/09502360903361576.

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Reamer, Frederic G. "Ethical Humility in Social Work." International Journal of Social Work Values and Ethics 19, no. 3 (November 16, 2022): 153–78. http://dx.doi.org/10.55521/10-019-310.

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The concept of humility is now prominent in social work. It is featured especially in discussions of cultural humility in social work practice. A key gap in social work’s literature and educational frameworks is the concept of ethical humility, which has been addressed much more ambitiously by a number of allied professions. The concept of ethical humility, also known as moral humility, implies a quality where practitioners are less than absolutely certain about their moral instincts and judgments. This article explores the nature of ethical humility and its relevance to social work practice. The author discusses the implications of ethical humility in three contexts: the individual level, the interpersonal level, and the organizational level. Keywords: Ethical humility, ethics, moral humility, reflective practitioner, values

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Hampton, Nan Zhang, Mari S. Guillermo, Mark Tucker, and Tayler Nichols. "Broadening Rehabilitation Education and Research Through Cultural Humility: A Conceptual Framework for Rehabilitation Counseling." Rehabilitation Research, Policy, and Education 31, no. 2 (2017): 70–88. http://dx.doi.org/10.1891/2168-6653.31.2.70.

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Purpose:The purpose of this conceptual article is to present a framework that incorporates the concept of culture humility into effective rehabilitation services.Method:Based on a comprehensive literature review and theoretical integration, this article provides the reader with the basic concept of cultural humility, similarities and differences between cultural humility and cultural competence, and significance of the cultural humility concept to rehabilitation counseling.Results:The literature consistently describes the need for professionals to be culturally competent to effectively serve an increasingly diverse population. However, when using only a multicultural competency framework, counselors may have false beliefs about their competence in working with culturally diverse individuals, understate the power imbalance between service providers and clients, and ignore institutional (e.g., system, homophobia, racism) accountability. Cultural humility can directly address these issues and serve as a complement to cultural competence in rehabilitation counseling services given its emphasis on reflectivity, power differentials between counselors and clients, and institutional accountability.Conclusion:Cultural humility can be applied to rehabilitation research, education, and practice. We need to broaden multicultural rehabilitation counseling through a cultural humility approach.

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AlSheddi, Mona. "Humility and Bridging Differences: A Systematic Literature Review of Humility in Relation to Diversity." International Journal of Intercultural Relations 79 (November 2020): 36–45. http://dx.doi.org/10.1016/j.ijintrel.2020.06.002.

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Landrum, R. Eric. "Measuring Dispositional Humility: A First Approximation." Psychological Reports 108, no. 1 (February 2011): 217–28. http://dx.doi.org/10.2466/02.07.09.pr0.108.1.217-228.

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Humility is a psychological construct that has not received much empirical attention until recently. This new emphasis on positive psychology and humility has been both conceptual and empirical. The present study had two objectives: to review the literature briefly to verify the importance of humility and its positive perception by others, and to begin to develop a preliminary measure of humility. Results indicated that humility is held in high regard by others. Two factors emerged from exploratory factor analysis that appear to converge on measuring humility, with acceptable convergent and divergent validity and internal consistency reliability. These results are discussed in terms of the expected relationships among humility and other constructs (e.g., social desirability, narcissism, self-esteem).

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Anand, Amitabh, Isabelle Walsh, and Sandra Moffett. "Does humility facilitate knowledge sharing? Investigating the role of humble knowledge inquiry and response." Journal of Knowledge Management 23, no. 6 (August 12, 2019): 1218–44. http://dx.doi.org/10.1108/jkm-06-2018-0353.

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Purpose Despite the strong focus on virtues in firms, humility is little recognized in the management literature and, more particularly in the literature about knowledge sharing (KS). Despite efforts to foster KS among employees in firms, the effectiveness of this process narrows down to the dyadic relationship between the knowledge seeker and provider within firm. This paper aims to investigate the role of humility in the KS process in dyadic activity. Design/methodology/approach The authors undertake an exploratory investigation to fill some of the gaps found in the literature. The paper draws insights from psychology, history, religion, current events and management literature. Findings The authors identify several individual propensities that help predict humility towards sharing knowledge from seeker (humble knowledge-inquiry) and provider perspectives (humble response). They propose a new conceptual process model of KS with humility as an important variable to consider. This work highlights several promising directions for future research. Originality/value As per the authors’ knowledge, this is the first paper that investigates the role of humility in knowledge sharing from dyadic perspective. The authors also introduce concepts of humble knowledge inquiry and humble response in a dyadic context for effective knowledge sharing process.

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Davis, Don E., and Joshua N. Hook. "Cultural humility: Conclusion to the special issue." Journal of Psychology and Theology 47, no. 3 (June 25, 2019): 230–39. http://dx.doi.org/10.1177/0091647119856463.

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We conclude the special issue by addressing some ongoing limitations within scholarship on humility and cultural humility that ought to temper our reading of the extant literature. We also discuss four critiques of initial scholarship in this area. We end with some suggestions for future research on cultural humility.

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Michalec, Barret, Nicole Piemonte, and Frederic W. Hafferty. "The Elephant in the Room: Examining the Connections between Humility and Social Status." Journal of Humanities and Social Sciences Studies 3, no. 4 (April 28, 2021): 72–79. http://dx.doi.org/10.32996/jhsss.2021.3.4.9.

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Humility is most frequently discussed as a socially-valuable trait, and being perceived as humble is generally considered beneficial. Although there has been extensive scholarship expounding the concept of humility, previous work has yet to fully examine the role(s) of social status and stratification in regards to the perception of others’ humility and being humble. In this sense, there is an elephant in the room that must be acknowledged in order to advance humility theory. In this paper, we provide brief overviews of humility, social status and stratification, and utilize expectation states theory as a flashlight to explore the potential connections between humility and social status from a more sociological perspective. We then showcase where the “elephant” may be hiding in the humility literature (focusing specifically on race and gender), attempting to shed light on potential next steps for future research

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Cuenca, Renato, Patricia Amelia Tomei, and Sylvia Freitas Mello. "Humility in organizations: a bibliometric study." Cadernos EBAPE.BR 20, no. 5 (October 2022): 653–74. http://dx.doi.org/10.1590/1679-395120210130x.

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Abstract Humility is a characteristic little studied in the organizational environment. The interest in research on humility started to gain some representativeness this century. However, literature reviews on humility in management are rare, making it necessary to systematize the relevant knowledge in this field. This research highlights the intellectual structure of the domain, the current studies, and research opportunities associated with humility in organizations. A bibliometric study was carried out from 2000 to 2020, and activity and relationship indicators, such as co-citations and bibliographic coupling, were analyzed. Results show three major thematic lines that make up the intellectual structure of the field: (i) concepts, antecedents, and organizational attributes, (i) methods and scales, and (iii) behavioral issues. This research is organized on four major fronts: (i) expressed humility, (ii) humility and CEOs, (iii) humility and teams, and (iv) humility and organizational behavior. Finally, an agenda for future research is presented, emphasizing the analysis of how expressed humility and humble behavior can be taught and internalized in the organizational culture.

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Raharjo, Alim Panggih, and Unika Prihatsanti. "Humility Research Trend in One Decade (2013-2023) and Future Research Directions: Bibliometric Analysis." Proceedings of International Conference on Psychological Studies (ICPsyche) 4 (October 20, 2023): 248–57. http://dx.doi.org/10.58959/icpsyche.v4i1.42.

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Humility makes people to have attachments and increases empathy. People with humility would be open and consider the opinions and beliefs of others. This study aims to identify and analyze the research trend of humility in one decade. This study used literature review with a bibliometric approach. SCOPUS was used as the database for this study and used humility as the main keyword. The analyses used VOSviewer and Microsoft Excel. The bibliometric analysis included document type, authorship, institution, subject area, growth trend, and future research directions. The 6 clusters explained that humility is discussed in various fields such as individual characteristics, personality, culture, religiosity and spirituality, and leadership or organization. For future research, it is expected that researchers can discuss humility related to the topics mentioned in the discussion section.

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Nadelhoffer, Thomas, Jennifer Cole Wright, Matthew Echols, Tyler Perini, and Kelly Venezia. "Some Varieties of Humility Worth Wanting." Journal of Moral Philosophy 14, no. 2 (February 25, 2017): 168–200. http://dx.doi.org/10.1163/17455243-46810056.

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In this paper we first set the stage with a brief overview of the tangled history of humility in theology and philosophy—beginning with its treatment in the Bible and ending with the more recent work that has been done in contemporary philosophy (§§1–2). Our two-fold goal at this early stage of the paper is to explore some of the different accounts of humility that have traditionally been developed and highlight some of the key debates in the current literature. Next, we present the findings from several studies we recently conducted in an effort to explore people’s intuitions and beliefs about humility as well as their experiences with being humble (or failing to be humble) (§3). Finally, we discuss the relevance of our findings to the ongoing philosophical debates about humility—suggesting that while some varieties of humility are problematic, other varieties of humility are certainly worth wanting (§4).

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Li, Mingze, Pengcheng Zhang, Ying Xia, and Wenxing Liu. "Shaping the shared mental model: How leader humility helps teams to learn." Journal of Management & Organization 25, no. 5 (June 20, 2017): 653–71. http://dx.doi.org/10.1017/jmo.2017.21.

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AbstractAlthough an increasing amount of the leadership literature argues that leader humility is beneficial to team learning, few studies have examined this effect directly and, as such, little is known about why leader humility has such important effects or when these effects can be amplified or attenuated. Utilizing a survey of 305 employees on 89 teams, we found a positive relationship existing between leader humility and team learning. The results also indicated that a shared mental model was an important mechanism revealing why leader humility could stimulate team members to learn. In addition, we found that the learning effect stimulated by leader humility was much stronger on teams having a high collective promotion focus instead of a high collective prevention focus. Theoretical implications and managerial practices were also discussed.

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Singh, Hardeep, Ruheena Sangrar, Sachindri Wijekoon, Erica Nekolaichuk, Kristina Marie Kokorelias, Michelle L. A. Nelson, Sofia Mirzazada, Tram Nguyen, Holly Assaf, and Heather Colquhoun. "Applying ‘cultural humility’ to occupational therapy practice: a scoping review protocol." BMJ Open 12, no. 7 (July 2022): e063655. http://dx.doi.org/10.1136/bmjopen-2022-063655.

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IntroductionCultural humility is becoming increasingly important in healthcare delivery. Recognition of power imbalances between clients and healthcare providers is critical to enhancing cross-cultural interactions in healthcare delivery. While cultural humility has been broadly examined in healthcare, knowledge gaps exist regarding its application in occupational therapy (OT) practice. This scoping review protocol aims to: (1) describe the extent and nature of the published health literature on cultural humility, including concepts, descriptions and definitions and practice recommendations, (2) map the findings from objective one to OT practice using the Canadian Practice Process Framework (CPPF), and (3) conduct a consultation exercise to confirm the CPPF mapping and generate recommendations for the practice of cultural humility in OT.Methods and analysisWe will search Ovid Medline, Ovid Embase, Ovid PsycINFO, Ebsco CINAHL Plus, ProQuest ASSIA, ProQuest Sociological Abstracts, ProQuest ERIC, WHO Global Index Medicus, and Web of Science databases. Published health-related literature on cultural humility will be included. There will be no restrictions on population or article type. Following deduplication on Endnote, the search results will undergo title, abstract, and full-text review by two reviewers working independently on Covidence. Extracted data will include descriptors of the article, context, population, and cultural humility. After descriptive extraction, data describing cultural humility-related content will be descriptively and interpretively analysed using an inductive thematic synthesis approach. The data will also be mapped to OT practice through deductive coding using the CPPF. Occupational therapists and clients will be consulted to further critique, interpret and validate the mapping and generate practice recommendations.Ethics and disseminationEthics approval was not required for this scoping review protocol. We will disseminate the findings, which can enhance understanding of cultural humility in OT, facilitate cross-cultural encounters between occupational therapists and clients and improve care outcomes through publications and presentations.

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Caldwell, Cam, Riki Ichiho, and Verl Anderson. "Understanding level 5 leaders: the ethical perspectives of leadership humility." Journal of Management Development 36, no. 5 (June 12, 2017): 724–32. http://dx.doi.org/10.1108/jmd-09-2016-0184.

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Purpose The purpose of this paper is to explore the ethical perspectives of leadership humility. Jim Collins, in his seminal work, Good to Great, noted that all great organizations are led by “Level 5 leaders (L5Ls).” These leaders exhibit fierce resolve, but incredible humility. This paper examines the nature of humility and its assumptions associated with 12 frequently cited ethical perspectives. Humility builds high follower trust and commitment so often lacking in the modern organization. The paper identifies four practical contributions for scholars and leaders who seek to understand the role of humility in leadership effectiveness. Design/methodology/approach This paper is a conceptual paper which relies heavily on research from the current literature about leadership, trust, and humility. Findings This paper compares humility with 12 well-regarded ethical perspectives and presents humility as an ethically-relevant leadership construct that helps leaders to build trust, commitment, and followership. Research limitations/implications Because this paper is not an empirical study, it does not present research information, propositions, or hypotheses. Practical implications This paper suggests that leaders can be more effective if they come to understand the implicit ethical nature of leadership and the importance of humility in building trust. Originality/value Although Collins’ research about great organizations identified the importance of Level 5 leadership 15 years ago, very little has been written about the nature of humility as a leadership virtue. More importantly, this paper is among the first to identify the relationship between ethics and humility for L5Ls.

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Davis, Don E., Joshua N. Hook, Ryan McAnnally-Linz, Elise Choe, and Vanessa Placeres. "Humility, religion, and spirituality: A review of the literature." Psychology of Religion and Spirituality 9, no. 3 (August 2017): 242–53. http://dx.doi.org/10.1037/rel0000111.

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Kirchner, Michael, and Cam Caldwell. "Humility as Self-Discovery–Leadership Insights for Human Resource Professionals." Business and Management Research 11, no. 1 (July 31, 2022): 1. http://dx.doi.org/10.5430/bmr.v11n1p1.

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Purpose: The purpose of this paper is to help Human Resource (HR) Professionals understand six elements of self-discovery and to apply those elements in understanding the relationship of self-discovery to humility.Design: This summary is prepared by independent writers who specialize in the development of interpersonal leadership skills and includes their insights about the importance of self-discovery and humility in building interpersonal relationships.Findings: This paper explores how six elements of self-discovery can apply in understanding the three pillars of humility and in incorporating humility in building interpersonal relationships for HR professionals. Based upon the literature about humility and leadership, the utilization of a self-development process can inform HR professional's approach toward strengthening interpersonal relationships.Originality: This briefing offers HR professionals insight into how application of the six elements of self-discovery can contribute toward their effectiveness as leaders by developing greater humility in their approach to interpersonal relationships.

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Fisher, Emily S. "Cultural humility as a form of social justice: Promising practices for global school psychology training." School Psychology International 41, no. 1 (December 10, 2019): 53–66. http://dx.doi.org/10.1177/0143034319893097.

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In an increasingly diverse global context in which school psychologists strive to ensure appropriate educational services for all, addressing social injustice is critical. Cultural humility can serve as a link between cultural diversity and social justice, providing a deep awareness that allows school psychologists to understand themselves and their interactions with diverse students and families. Additionally, cultural humility provides a lens for framing advocacy necessary to address social justice concerns. This article reviews the literature on cultural humility and suggests promising practices for training school psychologists as culturally humble practitioners.

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Michaels, Sarah, Graeme Auld, Steven J. Cooke, Nathan Young, Joseph R. Bennett, and Jesse C. Vermaire. "Conservation, uncertainty and intellectual humility." Environmental Conservation 50, no. 4 (November 9, 2023): 196–201. http://dx.doi.org/10.1017/s0376892923000176.

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SummaryInterventions in environmental conservation are intended to make things better, not worse. Yet unintended and unanticipated consequences plague environmental conservation; key is how uncertainty plays out. Insights from the intellectual humility literature offer constructive strategies for coming to terms with uncertainty. Strategies such as self-distancing and self-assessment of causal complexity can be incorporated into conservation decision-making processes. Including reflection on what we know and do not know in the decision-making process potentially reduces unintended and unanticipated consequences of environmental conservation and management decisions. An important caution is not to have intellectual humility legitimate failing to act in the face of uncertainty.

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Li, Ran, Siting Wang, and Hui Wang. "Leader humility and team creativity: The role of team creative efficacy and task interdependence." Journal of General Management 47, no. 4 (July 2022): 246–58. http://dx.doi.org/10.1177/03063070211035766.

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Although research on leader humility is developing into a prominent literature, the majority of studies have focused on the dyadic or individual rather than collective outcomes of leader humility. Thus, our understanding of the influencing mechanisms and boundary conditions of leader humility remains limited, particularly on the collective work outcome of team creativity, which requires more voluntary effort from employees. Drawing on social cognitive theory and social interdependence theory, our study investigates how leader humility promotes team creativity through team creative efficacy, with the moderation of a contextual factor, task interdependence. We used a sample of 84 teams and 393 employees surveyed in two waves of data collection. Overall, our study yields a mediated moderation model in which the positive indirect effect of leader humility via team creative efficacy on team creativity is stronger when team task interdependence is low rather than high. This study extends our understanding of how leader humility may influence work teams collectively and how the effectiveness of such a leader characteristic may be influenced by a structural factor of the work team. Other theoretical contributions and practical implications are also discussed.

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Qiuyun, Guo, Wenxing Liu, Kong Zhou, and Jianghua Mao. "Leader humility and employee organizational deviance: the role of sense of power and organizational identification." Leadership & Organization Development Journal 41, no. 3 (April 16, 2020): 463–79. http://dx.doi.org/10.1108/lodj-07-2019-0287.

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PurposeThe authors examined the relationship between leader humility and employee organizational deviance. They also tested the mediating effects of personal sense of power and the moderating effects of organizational identification on this relationship.Design/methodology/approachThe authors tested their hypotheses using a sample of 186 employees from an information technology (IT) enterprise in China. They used hierarchical regression and bootstrapping analyses to test for direct and indirect relationships.FindingsSense of power mediated the effect of leader humility on organizational deviance and organizational identification moderated the effect of sense of power on organizational deviance. In addition, organizational identification mediated the indirect effect of leader humility on organizational deviance via sense of power. Thus, employees who demonstrate high organizational identification may not conduct organizational deviant behavior, even if they have a high sense of power.Practical implicationsOrganizations should explore and practice effective leader humility. Selection and training programs should be developed to choose humble leaders and teach them how to exhibit moderate humility.Originality/valueThe authors contribute to the literature by revealing the negative effects of leader humility in Chinese culture. They find support for their hypotheses that employee sense of power mediates the relationship between leader humility and employee organizational deviance and that this relationship is weaker when employee organizational identification is higher. This clarifies how and why leader humility stimulates employee organizational deviance.

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Li, Yi, Feng Wei, Siyue Chen, and Yushan Yan. "Effects of CEO humility and relationship conflict on entrepreneurial performance." International Journal of Conflict Management 31, no. 3 (May 25, 2020): 489–508. http://dx.doi.org/10.1108/ijcma-09-2019-0154.

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Purpose First, this paper aims to explore how CEO humility and relationship conflict in entrepreneurial teams affect the firm-level performance of new ventures. Second, it investigates the moderating effect of CEO political skills on the indirect association between CEO humility and entrepreneurial performance through relationship conflict in entrepreneurial teams. Design/methodology/approach A questionnaire survey was administered to CEOs and their entrepreneurial team members in 171 start-ups in Shanghai, China. The data obtained from the survey were subjected to multiple regression analysis using the SPSS PROCESS macro and confirmatory factor analysis using Mplus. Findings The findings are as follows. First, CEO humility can reduce relationship conflict in entrepreneurial teams. Second, CEO political skills moderate the link between CEO humility and relationship conflict in entrepreneurial teams. The weaker the CEO political skills, the stronger the effect of CEO humility on relationship conflict, and the stronger the CEO political skills, the weaker the effect of CEO humility on relationship conflict. Third, relationship conflict in entrepreneurial teams is negatively related to entrepreneurial performance. Finally, CEO political skills moderate the mediating effect of entrepreneurial team relationship conflict on the CEO humility – entrepreneurial performance link. Practical implications The findings of this study offer guidance for entrepreneurs seeking to improve firm performance. The findings suggest that entrepreneurs should adopt a humble leadership style that cultivates their strengths and minimizes their weaknesses. To improve the centripetal force and cohesion of the entrepreneurial team, they should focus on the team, affirm the contribution of subordinates and accept subordinates’ advice. Originality/value The study reveals that CEO humility has a positive effect on entrepreneurial performance, which enriches research on the effectiveness of humble leadership at the firm level. From the perspective of team relationship conflict, the study also explores the mechanism underlying the effect of CEO humility on entrepreneurial performance, opening the “black box” of CEO humility and entrepreneurial effectiveness. In addition, the study reveals the boundary conditions of the influence of CEO humility, enriching the theoretical literature on humble leadership, political skills and resource conservation.

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Kim, Soyeon, Neena Gopalan, and Nicholas Beutell. "Sustainability through Humility: The Impact of Humble Leadership on Work–Family Facilitation in the U.S. and Japan." Sustainability 15, no. 19 (September 29, 2023): 14367. http://dx.doi.org/10.3390/su151914367.

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This study examines the influence of leader humility on work–family facilitation (WFF) in the U.S. and Japan by exploring the mediating roles of the four dimensions of psychological empowerment (meaningful work, autonomy, competency, and impact) on this relationship. Drawing from a sample of 392 Japanese employees and 132 U.S. employees, our findings suggest that leader humility is positively related to WFF in both cultural contexts. Meaningful work and departmental impact emerge as significant mediators in both cultures, while the mediation effects of autonomy and competency are valid in Japan only. An additional test reveals that meaningful work is the most significant mediator in both countries, underscoring the pivotal role of leader humility and meaningful work in enhancing WFF. The study adds to the growing literature on the beneficial effects of leader humility on sustainable organizations, while offering insights into improving employee wellbeing and work–life interactions across diverse cultural contexts.

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Höflinger, Vivien, and Marion Büttgen. "No Benefits for Paradox Personalities? Narcissism and Humility in New Work Careers." management revue 33, no. 4 (2022): 429–51. http://dx.doi.org/10.5771/0935-9915-2022-4-429.

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Remarkable contributions have already been made to narcissism and its particular influence on career success, yet the literature to date does not capture the potential impact of paradoxical personalities, especially when considering the role of humility as a complement to a multifaceted constellation of characters. This gap finds additional relevance in light of recent changes in today’s world of work in terms of flexibility and complexity. Therefore, our study examines the relationship between narcissism and humility with objective and subjective career success in new work settings. The research is based on dyadic data from 398 cross-industry U.S. professionals in 199 pairs. Hypotheses are tested using hierarchical moderated multiple and logistic regression analyses. As expected, the interaction between narcissism and humility showed negative effects on a leadership position, project responsibility, and salary. Considering new ways of working in a three-way interaction with narcissism and humility, the effect turned positive for salary. Thus, in the new world of work, the humble narcissist is successful in material terms. Surprisingly, no relations to subjective career success were evident. Our findings contribute to the literature on new ways of working, career success, and paradox personalities by showing that although humble narcissists may generally experience lower levels of career success, they rather succeed in new working environments.

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Khalil, Atif. "Humility in Islamic Contemplative Ethics." Journal of Islamic Ethics 4, no. 1-2 (December 15, 2020): 223–52. http://dx.doi.org/10.1163/24685542-12340048.

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Abstract From the origins of Islamic history, humility (khushūʿ/tawāḍuʿ) has occupied a central place in Muslim piety. This has been in large part due to its defining role in the Qurʾān and ḥadīths, and no less because it stands as the opposite of pride (kibr)—the cardinal sin of both Iblīs and Pharaoh in Scripture. By drawing on the literature of Sufism or taṣawwuf from its formative period to the 20th century—spanning the writings of such figures as al-Makkī (d. 386/996), al-Qushayrī (d. 465/1072), Ibn al-ʿArabī (d. 638/1240), Rūmī (d. 672/1273), al-Sha⁠ʿrānī (d. 973/1565), al-Darqāwī (d. 1239/1823), and al-Sharnūbī (d. 1348/1929)—the article examines the defining characteristics of this virtue, its marks or signs, and the dangers that lie in its embodiment. In the process, we shall see how humility occupies a place somewhere in between pride, conceit, and self-admiration, on the one hand, and self-loathing, self-denigration, and outright self-hatred, on the other. Although humility is, in theory, to be exercised towards both God and other human beings, the precise nature of its embodiment, as we might expect, varies in relation to both. The article ends with an epilogue on what it means to transcend humility altogether.

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Moon, Sarah H., and Steven J. Sandage. "Cultural Humility for People of Color: Critique of Current Theory and Practice." Journal of Psychology and Theology 47, no. 2 (April 10, 2019): 76–86. http://dx.doi.org/10.1177/0091647119842407.

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Cultural humility and the broader multicultural orientation approach (MCO) is important for clinicians of color as it is for White clinicians; however, the MCO framework does not address how experiences of racism and oppression impact how therapists of color think about and practice cultural humility. This article attempts to address important ways that the dialogue around cultural humility must be nuanced for therapists of color, and will provide examples of ways in which the framework for racial/ethnic minority community is fundamentally unique, both conceptually and in application: perspectives will be provided through responding to concepts within MCO framework such as “other-oriented” stance, leaning into cultural opportunities, and cultural comfort from a person-of-color lens. We contend that the traumatic effects of racism, microaggression, intergenerational trauma, and the pressures to assimilate to White culture make it difficult for therapists to practice cultural humility in the way that it is currently discussed in the literature. The authors provide potential resources for therapists of color, and explore how it is essential to have institutional and communal resources provided in White spaces.

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Oyadomari, José Carlos Tiomatsu, Edelcio Koitiro Nisiyama, Diógenes de Souza Bido, and Maximilian Zanelato Bordin. "Peer control, trust, and humility as antecedents of cooperation: an exploratory study." Revista de Contabilidade e Organizações 16 (January 4, 2023): e194008. http://dx.doi.org/10.11606/issn.1982-6486.rco.2022.194008.

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This study investigated the relationship between peer control, a construct of management accounting generally associated with negative aspects, and humility in performance evaluation, a mediator of cooperation. We also examined the association between trust and cooperation. To address all these relationships, we did a single entity survey in a Brazilian subsidiary of a multinational insurance company, through a representative sample of 147 respondents. The results show that peer control is positively associated with cooperation and with humility in performance evaluation, and the latter is positively associated with cooperation. In addition, trust is also positively associated with cooperation. The results contribute to the literature by developing the humility construct in performance evaluation, which is the attitude after the manager is informed of the achieved outcomes, and by trying untested relationships, such as the role of peer control in cooperation. Results can also be useful for organizations that seek cooperation of their employees, suggesting that they should use peer control, since they contribute to an attitude of humility in evaluating performance, and therefore, to cooperation.

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Rosner, Brian, and John Dickson. "HUMILITY AS A SOCIAL VIRTUE IN THE HEBREW BIBLE?" Vetus Testamentum 54, no. 4 (2004): 459–79. http://dx.doi.org/10.1163/1568533042650840.

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AbstractIt is sometimes asserted that Jesus and the rise of Christianity led to the recognition of 'humility', the lowering of oneself before an equal, as a virtue. In two articles in 1991, S. B. Dawes challenged this claim, arguing that humility as a social virtue finds its roots in the Hebrew Bible. This article assesses Dawes' claim, the result being that, although related notions certainly exist, 'humility' as the virtue of lowering oneself before an equal is not present in the Scriptures of Israel.

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Ete, Ziya, John J. Sosik, Minyoung Cheong, Jae Uk Chun, Weichun Zhu, Fil J. Arenas, and Joel A. Scherer. "Leader honesty/humility and subordinate organizational citizenship behavior: a case of too-much-of-a-good-thing?" Journal of Managerial Psychology 35, no. 5 (May 27, 2020): 391–404. http://dx.doi.org/10.1108/jmp-10-2019-0557.

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PurposeOn the basis of theories of social cognition and moral identity and the meta-theoretical principle of “too-much-of-a-good-thing,” the purpose of this study is to develop and test a model that explains when and why leader honesty/humility promotes subordinate organizational citizenship behavior directed at individuals (OCBI) as mediated through subordinate moral identity centrality.Design/methodology/approachIn this field study, with online surveys, multisource data were collected from 218 United States Air Force officers and their subordinates. Data were analyzed with MEDCURVE SPSS macro tools.FindingsA nonlinear indirect effect of leader honesty/humility on subordinate OCBI through subordinate moral identity centrality was found. This conditional indirect effect occurred through a curvilinear (inverted U-shape) relationship between leader honesty/humility and subordinate moral identity centrality and a positive linear relationship between subordinate moral identity centrality and OCBI.Research limitations/implicationsCross-sectional data were collected. Future research might replicate findings using experimental and longitudinal designs.Practical implicationsRecruiting and selecting leaders who possess a moderate level of honesty/humility may serve as the first step in producing prosocial behavior during social interactions with subordinates.Originality/valueThis study extends the literature on character and leadership by applying the too-much-of-a-good-thing principle to empirically test the complex nature of the relationship between leader honesty/humility and subordinate OCBI as mediated through subordinate moral identity centrality.

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Szram, Mariusz. "Idea pokornego uniżenia w antycznej myśli greckiej." Vox Patrum 60 (December 16, 2013): 405–15. http://dx.doi.org/10.31743/vp.3998.

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Even though the ancient Greeks did not recognize humility as a virtue, in the later Christian sense, their literature (Solon, Hesiod, Herodotus, Euripides) and philosophy (Plato, Aristotle, Theophrastus, stoics, Plutarch, Plotinus) contains some elements of the idea of the humble lowliness. Pride – considered as the greatest vice – was not contrasted with humility, but with the attitude of just pride arising from a based on the principle of moderation sense of finding oneself sufficient and confident in one’s own capabilities. This virtue – which can be defined as a sense of self-worth – was reserved for those capable of ethical courage, the morally strong. The attitude that Christianity considered as the virtue of humility was associated in antiquity with modesty, which was the equivalent of a just pride, referring to the weak people, unfit to accomplish great deeds, or with shyness, fear or cowardice.

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Cherchi, Paolo. "Sull’umiltà nella Commedia." Forum Italicum: A Journal of Italian Studies 55, no. 2 (July 11, 2021): 316–35. http://dx.doi.org/10.1177/00145858211022608.

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Dante deals specifically with the theme of humility only in the canto of the superbs ( Purgatory, X–XII). Still, the topic permeates the entire poem, from the moment Vergil invites Dante to follow him. Obedience is the predominant form that humility takes in Inferno. In Purgatory, it determines the choral forms of the language (prayer and singing), but it manifests itself most spectacularly in the Earthly Paradise procession, which takes the shape of a Cross, the highest symbol of humility in Christ and of Christianity. In Paradise, it is present in some key episodes (that of Cato, of St. Francis, and Dante’s theological exam). Yet, it is continuously signified in the language of image-symbols’ configuration that the blessed souls take in each heaven. Finally, it is humility that allows the Pilgrim to see God with his physical senses, which provide the lowest and most concrete form of knowledge, and yet the most sublime one.

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Sorum, Eve. "Humility and Perspective-Taking: Ford’s Ethics and Aesthetics of War Writing." Humanities 13, no. 3 (May 22, 2024): 78. http://dx.doi.org/10.3390/h13030078.

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In an essay written sometime in 1917 or 1918, unpublished during his lifetime and only discovered in 1980, Ford Madox Ford reflects on what his war experience in France taught him: “above all things—humility”. This article argues that Ford’s writing about humility and perspective-taking in his wartime essays, which he connects to unstinting attentiveness to the particularities of place and people, can be read through an ecocritical lens that sees an ecological humility as central to reorienting human relationships within the natural world. In reflecting on both the lessons of war and the causes of such conflicts, Ford highlights humility in terms of perspective-taking and, in a related move, foregrounds the necessity for the precise use of language—both he sees as key to representing and preventing war. In so doing, I argue, Ford calls for an aesthetics and an ethics of war writing. Such literature must realize the impossibility and hubris of the bird’s-eye view, instead rooting itself in the ground, both literally and linguistically, while using a precise language that emerges from a clear awareness of this limited perspective.

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Yudnikova, Alena A. "MOTIVES OF “HUMILITY” AND “SPIRITUAL JOURNEY” IN THE ESSAY SERIES BY B.K. ZAITSEVA “ATHOS”." Vestnik of Kostroma State University 30, no. 1 (June 28, 2024): 122–29. http://dx.doi.org/10.34216/1998-0817-2024-30-1-122-129.

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The article examines the interaction of the motives of “humility” and “spiritual journey” in the book by B.K. Zaitsev “Athos”. Their cycle-forming function is shown. The features of the artistic implementation of these motifs are revealed. The system of images used by the writer to represent the motives of “humility” and “spiritual journey” is reconstructed. It is proved that the poetics of these motifs is formed from many elements and includes impressionism in the depiction of pictures of nature, the use of symbols of Medieval literature, quoting lines from Holy Scripture and the writings of the Church Fathers. The work also traces the genetic connection of the motifs of “humility” and “spiritual journeying” with the ancient genre of walking. Particular attention is paid to identifying the value guidelines that determine the philosophical concept of the cycle. It is concluded that the motifs under consideration are further developed in the essay cycle “Valaam” and the tetralogy “Gleb’s Journey”.

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Bertrand, Alexandra, Jonah Kimmel, Salomé Duhamel, Héloïse Puel, Alexandra Schifano, and Émilie Wood. "Replication Study to Evaluate the Effects of Awe on Humility." McGill Science Undergraduate Research Journal 19, no. 1 (April 5, 2024): 39–45. http://dx.doi.org/10.26443/msurj.v19i1.231.

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This paper replicates Stellar and Colleagues’ 2018 study involving an experimental manipulation of awe using standardized video induction, as well as proposing and testing out an additional hypothesis. The previous study hypothesized that watching an awe-inducing video would lead participants to write fewer strengths before writing their weaknesses. In addition to the replication, we hypothesized that participants with higher scores of depressive symptomatology (DS) would list fewer strengths due to diminished self-concept and self-efficacy. Ninety-four undergraduate psychology students were recruited from McGill University ranging from 18 to 35 years of age. Participants were randomly assigned to either the awe-inducing or neutral video condition, and then filled out measures of humility, emotional reactions, and DS. In contradiction with the original study, participants in the awe condition and the neutral condition did not significantly differ in their ratio of disclosed strengths to weaknesses, therefore no significant correlations were found between awe and humility or humility and depression. Additionally, results indicated that participants with greater DS did not list fewer strengths compared to those scoring lower on the CES-D. We were unable to directly replicate the original study and thus rejected our alternate hypothesis. This study had various potential limitations, among which are the possibilities of self-report bias, issues regarding convenience sampling, and bias due to time constraints. The current study advances the literature by including depression relating to awe and humility. Further research is needed, to differentiate lab-induced awe from natural experiences of awe and identify possible moderating factors on humility.

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Mitu, Simona Mariana. "INTELLECTUAL HUMILITY – A MORAL CONSTRUCT, AN INTELLECTUAL VIRTUE." SERIES VII - SOCIAL SCIENCES AND LAW 14(63), no. 1 (June 26, 2021): 9–18. http://dx.doi.org/10.31926/but.ssl.2021.14.63.1.1.

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: The present literature review brings together conceptualizations and study results obtained from extensive work that has been done on the virtue of Intellectual Humility (IH) for the pasts 9 years. While philosophers don’t settle yet to a single point of view on intellectual humility, psychologists take a pragmatic stance on the construct and evaluate possible implications IH can have on personal, social, and professional levels. The term is being extended to organizations, teams and organizational culture and studied in the intricate relationships established in the corporate culture. Studies in leadership also provide an insight of how organizations can benefit from the vision and culture a humble leader promotes.

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de Villiers, Rick. "Mr Eliot’s Christmas Morning Service: Participation, Good Will, and Humility in Murder in the Cathedral." Literature and Theology 34, no. 2 (February 29, 2020): 166–83. http://dx.doi.org/10.1093/litthe/fraa003.

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Abstract Despite the coy designation of ‘Interlude’, the sermon in T.S. Eliot’s Murder in the Cathedral presents a nexus of tension. On the one hand, it constitutes a crucial dramatic component of a play that balances on the knife-edge between pride and humility. On the other hand, it retraces certain theological assimilations found elsewhere in Eliot’s writing which collectively shape his understanding of Christian humility and good will. In circling around recurring phrases and influences, this article traces a conceptual genealogy behind the play’s sermon and offers a revaluation of Murder in the Cathedral as the creative culmination of Eliot’s ongoing engagement with secular humanism.

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Venditto, Vincent J., and Kristie Colón. "Promoting Cultural Humility by Integrating Health Equity Literature into the Pharmacy Curriculum." Pharmacy 10, no. 5 (September 21, 2022): 116. http://dx.doi.org/10.3390/pharmacy10050116.

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Strategies that introduce students to unconscious bias and social determinants of health (SDOH) are critical to develop them as effective health care providers. We developed a semester-long activity that utilizes disease-relevant scientific literature to implement cultural humility training in a second-year rheumatology pharmacy course. Students were first re-introduced to implicit bias and then completed an anonymous survey at the beginning and conclusion of the course using a 5-point Likert scale to assess their perceptions of the role of biases and SDOH in patient care. Throughout the semester, five journal articles were assigned that relate to course material and focus on one characteristic (e.g., gout—gender). Students’ evolved perceptions of SDOH were compared to baseline data and characteristics of assigned articles indicate an improved understanding of SDOH including race/ethnicity (3.0 to 4.4, p < 0.0001); gender (2.8 to 4.0, p < 0.0001); and religion (2.3 to 2.9, p < 0.01). Among characteristics that were not directly discussed in the assignments, only education showed a significant increase (3.0 to 3.6, p < 0.01). Scientific articles that focus on health inequities relevant to course-specific diseases provide a strategy to integrate discussions that help students evaluate their biases and SDOH with the goal of improving patient care.

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Weinstein, Josh A. "Humility, from the Ground Up: A Radical Approach to Literature and Ecology." Interdisciplinary Studies in Literature and Environment 22, no. 4 (July 14, 2015): 759–77. http://dx.doi.org/10.1093/isle/isv048.

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Pietropaolo, Domenico. "Dante's Paradigms of Humility and the Structure of Reading." Quaderni d'italianistica 10, no. 1-2 (October 1, 1989): 199–211. http://dx.doi.org/10.33137/q.i..v10i1-2.10431.

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Frelier, Jocelyn. "Cultivating Empathy and Humility: A Conversation with Laila Lalami." World Literature Today 93, no. 4 (2019): 14–17. http://dx.doi.org/10.1353/wlt.2019.0161.

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Frelier. "Cultivating Empathy and Humility: A Conversation with Laila Lalami." World Literature Today 93, no. 4 (2019): 14. http://dx.doi.org/10.7588/worllitetoda.93.4.0014.

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Caligiuri, Paula, Nataliya Baytalskaya, and Mila B. Lazarova. "Cultural humility and low ethnocentrism as facilitators of expatriate performance." Journal of Global Mobility 4, no. 1 (March 14, 2016): 4–17. http://dx.doi.org/10.1108/jgm-03-2015-0007.

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Purpose – For decades, expatriate scholars have understood that the individual factors of cultural humility and ethnocentrism and the contextual factors of feedback and support affect expatriates’ outcomes. The study, rooted in the observation that great advice and support are often ignored by expatriates, seeks to uncover why. Based in the humility literature, the authors test whether individual differences interact with support to affect expatriate performance. The paper aims to discuss these issues. Design/methodology/approach – The authors surveyed a matched sample of 62 expatriates and their supervisors from one multinational organization. Findings – The study found that expatriates higher in cultural humility benefit more from the support and feedback offered in the host national work environment which, in turn, facilitates better supervisor ratings of performance. The authors also found that expatriates’ ethnocentrism has a direct negative influence on their ratings of performance. Research limitations/implications – The findings in the study are focussed and robust, but tested within a single organization. That said, the authors believe the results have implications for expatriate selection and for ways to manage the host national environment to improve expatriate performance. Originality/value – The study joins the research conversation on how expatriates’ individual differences interact with the environments in which they are placed to affect their success. This study also underscores the importance of humility in the global professional context.

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Amistad, Clark, Patrick D. Dunlop, Ryan Ng, Jeromy Anglim, and Ray Fells. "Personality and Integrative Negotiations: A Hexaco Investigation of Actor, Partner, and Actor–Partner Interaction Effects on Objective and Subjective Outcomes." European Journal of Personality 32, no. 4 (July 2018): 427–42. http://dx.doi.org/10.1002/per.2166.

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The present study sought to expand the literature on the relations of major dimensions of personality with integrative negotiation outcomes by introducing the HEXACO model, investigating both effects of the negotiators’ and their counterparts’ personality traits on objective and subjective negotiation outcomes, and investigating two interactions between the negotiators’ and counterparts’ personalities. One hundred forty–eight participants completed the HEXACO–100 measure of personality. Participants then engaged in a dyadic negotiation task that contained a mix of distributive and integrative elements (74 dyads). Measures of subjective experience and objective economic value were obtained, and actor–partner interdependence models were estimated. Personality was generally a better predictor of subjective experience than objective economic value. In particular, partner honesty–humility, extraversion, and openness predicted more positive negotiation experiences. An actor–partner interaction effect was found for actor–agreeableness by partner–honesty–humility on economic outcomes; agreeable actors achieved worse (better) economic outcomes when negotiating with partners that were low (high) on honesty–humility. © 2018 European Association of Personality Psychology

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Wang, Danni, Amy Yi Ou, and Lynda Jiwen Song. "Stay Humble and Fly High: The Roles of Subordinate Voice and Competitive Work Context in the Linkage Between Leader Humility and Career Success." Journal of Leadership & Organizational Studies 29, no. 1 (December 6, 2021): 147–66. http://dx.doi.org/10.1177/15480518211059924.

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This study examines the relationship between leaders’ humility and their career success. We propose that humble leaders are more likely to occupy central positions in their subordinate teams’ voice networks where they improve their own performance and gain favorable reward recommendations. We also argue that in seemingly disadvantageous competitive work contexts, humble leaders become more central in the team voice network and increase their career prospects. We found support for these hypotheses in a multisource field study of 116 supervisors, 461 subordinates, and 34 shop managers from a Chinese company and in a vignette-based experiment with 233 working adults. Theoretical and practical implications for career success, leader humility, and voice literature are discussed.

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Journal articles on the topic 'Humility in literature'

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