Humble leaders who mentor can improve their organizational status and promotability !
Nicolas BEHBAHANI
Global People Analytics & HR Data Leader - People & Culture | Strategical People Analytics Design
?? Although leader humility benefits followers, teams and organizations, conventional wisdom is that humility fails to help leaders themselves advance in their own careers and this may have negative implications for human resource management (HRM) practices.
?? Non-humble leaders tend to enjoy tremendous career success as they have high levels of pay , organizational rank job security, and even job satisfaction.
?? When leaders display humble behavior in mentoring relationships, they enhance their own status and promotability.
?? Identifying a leadership predictor of mentoring is novel and implies that there may be other leadership traits, behaviors and styles that may also foster mentoring behavior, according to a new interesting research published by a team of US, UK and Singapore researchers in the Human Resource Management (HRM) journal using data ?? from 610 leaders across 18 industries and 21 job functions who participated in a leader development program.
?Humble leaders are beneficial at all 3 levels of organizations:
Researchers found that humble leadership provide an array of benefits that increase the human and social capital of individual followers, teams, and entire organizations:
?? At the followers level, Humble leaders enhance psychological freedom, self-expansion, task performance, job engagement, authenticity, and job satisfaction, while also fostering a similar sense of humility in their followers
?? At the team level, humble leaders contribute to a team promotion focus, improved team performance and psychological safety within teams, fueling creativity, and voice behavior among team members
?? At the organizational level, humble leadership enhances overall employee engagement and reduces turnover, leading to a more stable and motivated workforce.
Humble leadership has also been shown to be distinct from other leadership styles such as transformational, charismatic, authentic, servant, and ethical leadership.
?The positive influence of leader humility on leader promotability ratings
Researchers found a two-stage mediated process of leader informal mentoring behavior and leader status in multiple industries and organizations.
?Leader humility positively predicted leader status
Researchers tested 6 models with the regression, with or without any controls.
These results suggest an indirect effect of leader humility on leader status, regardless of whether controls are included in the model.
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?? By identifying humble leader mentoring behavior as an antecedent of leader status, this research also contributes to research on workplace status.
?? By engaging in mentoring behavior, humble leaders enhanced leader status, and future research could examine whether humble leader mentoring behavior enhances some underlying status dimensions more than others.
??Researchers offer 5 ways organizations can encourage humble leadership:
?? Reward humility in performance evaluations.
?? Recognize and promote informal mentoring, which is stronger and generally more effective than formal mentorship programs
?? Encourage humility and mentoring in leadership, helping the entire organization adapt and evolve into a "learning organization."
?? In developmental performance appraisal, constructive feedback on leaders' humble behaviors can be given.
?? Institute leadership training programs that emphasize humility, highlighting how these traits can contribute to career success and organizational growth.
?? ???? ???????????????? ????????: Unlike previous research, this outstanding research demonstrates that Humble leaders provide career support and guidance to their mentee through mentoring and this, in turn, can lead to capturing the human capital value they generate via enhanced promotability ratings. With the researchers' Five Recommendations, organizations can easily encourage humble leadership to succeed in business.
Thank you ?? University of Sussex Business School University of Colorado Boulder - Leeds School of Business Nanyang Business School researchers team for these insightful findings: Elsa Chan David Hekman Maw-Der Foo
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Industry Veteran | Exploring Future of Work | Great Manager’s Coach & Mentor
7 个月?? Nicolas BEHBAHANI, thank you for sharing this insightful research on humble leadership. ??♀?Your post serves as a powerful reminder of how humble leaders play a crucial role in cultivating high-performing teams & nurturing a +ve work environment. ?? In the garden of growth, humble leaders emerge as master gardeners. They not only sow seeds of potential but also nurture them with wisdom, enabling each sprout to thrive under the sun's rays. Their humility acts as the fertile soil where ideas flourish & talents blossom. ?? By engaging in mentorship, they pollinate the field of innovation, blending success with empathy to create a culture of continuous growth. As they tend to their organizational garden, their influence blossoms, & their leadership bears the fruits of promotability. ?? In the orchard of opportunity, it is the humblest of trees that yield the sweetest success for all stakeholders.
Lead consultant in HR Strategy & Value Management. Enhancing Value through Human Performance. Delivery of Equality, Diversity & Inclusion Training. Lecturer and International Speaker on HRM and Value Management.
7 个月Another thought-provoking post Nicolas BEHBAHANI. I feel that this research comes down to the fact that there is a need to generate trust - across an organisation - between those who lead and those who are being led. But, perhaps we need to remember that in some cases it is those who are normally led that need to take the lead. For instance: This often happens when someone has created an idea - why would you then hand the idea over to someone else to take the lead (who has not had the concept in the first place) - better for the person who conceived the idea to take the lead - requiring that person also to follow the guidance set out by Dave Ulrich even though s/he might not normally take a lead.
LinkedIn Top Voices in Company Culture USA & Canada I Executive Advisor | HR Leader (CHRO) | Leadership Coach | Talent Strategy | Change Leadership | Innovation Culture | Healthcare | Higher Education
7 个月Thank you for sharing Nicolas BEHBAHANI
Here is the Press Release and a video about this research: https://www.dhirubhai.net/posts/human-resource-management-hrm_hrm-press-release-4-march-24-j-petrovic-kte-chan-hekman-and-activity-7172372878250782720-uK5j?utm_source=share&utm_medium=member_ios
"Experienced Vice President HR , Driving Strategic HR and Operational Excellence"
7 个月In my opinion, the ability to organize promotes the Human Leadership model in leadership program is a testament to our forward-thinking approach. By prioritizing organization, we create an environment where clarity, efficiency, and productivity thrive. Our dedication to fostering structured processes not only enhances the effectiveness of leadership development but also sets a strong example for others to follow. Keep championing this valuable trait, as it undoubtedly contributes to the success and cohesion of the entire leadership program.