If Humble People Make the Best Leaders, Why Do We Fall for Charismatic Narcissists?
My new article in Harvard Business Review
The research is clear: when we choose humble, unassuming people as our leaders, the world around us becomes a better place.
Humble leaders improve the performance of a company in the long run because they create more collaborative environments. They have a balanced view of themselves – both their virtues and shortcomings – and a strong appreciation of others’ strengths and contributions, while being open to new ideas and feedback. These “unsung heroes” help their believers to build their self-esteem, go beyond their expectations, and create a community that channels individual efforts into an organized group that works for the good of the collective.
For example, one study examined 105 small-to-medium-sized companies in the computer software and hardware industry in the United Studies. The findings revealed that when a humble CEO is at the helm of a firm, its top management team is more likely to collaborate and share information, making the most of the firm’s talent.
Another study showed that a leader’s humility can be contagious: when leaders behave humbly, followers emulate their modest attitude and behavior. A study of 161 teams found that employees following humble leaders were themselves more likely to admit their mistakes and limitations, share the spotlight by deflecting praise to others, and be open to new ideas, advice, and feedback.
Yet instead of following the lead of these unsung heroes, we appear hardwired to search for superheroes: over-glorifying leaders who exude charisma.
To read the full article click here.