Humility in leadership has received growing scholarly attention in recent years. However, the literature is devoid of empirical studies of the relationship among humility, confidence (an attribute consistently linked to effective leadership), and leader effectiveness. This quantitative study examined the understudied relationships among these three constructs. In this study, 137 teachers from K–12 educational settings completed a survey measuring teachers’ perceptions of their principals’ confidence, humility, and leader effectiveness. Results showed that humility and confidence were strongly and positively related to each other and to leader effectiveness. The findings provide support for the importance of humility and confidence as attributes of effective leadership and have potentially important implications for educational leadership.
Get full access to this article
View all access options for this article.
References
1.
AlstonJ. A. (2005). Tempered radicals and servant leaders: Black females persevering in the superintendency.Educational Administration Quarterly,41, 675–688.
2.
AndersonD. W., KrajewskiH. T., GoffinR. D., & JacksonD. N. (2008). A leadership self-efficacy taxonomy and its relation to effective leadership.The Leadership Quarterly,19, 595–608.
3.
AvolioB. J., & BassB. (1995). Multifactor Leadership Questionnaire: Instrument (Leader and Rater Form) and scoring guide (Form 5X-Short).Menlo Park, CA: Mind Garden.
4.
AvolioB. J., & BassB. (2004). Multifactor Leadership Questionnaire: Manual and sampler set (3rd ed.). Menlo Park, CA: Mind Garden.
AymanR., KorabikK., & MorrisS. (2009). Is transformational leadership always perceived as effective? Male subordinates’ devaluation of female transformational leaders.Journal of Applied Social Psychology,39, 852–879.
7.
BanduraA. (1977). Self-efficacy: Toward a unifying theory of behavioral change.Psychological Review,84, 191–215.
8.
BanduraA. (1982). Self-efficacy mechanism in human agency.American Psychologist,37, 122–147.
9.
BanduraA., & WoodR. (1989). Effect of perceived controllability and performance standards on self-regulation of complex decision making.Journal of Personality and Social Psychology,56, 805–814.
10.
BassB. M. (1999). Two decades of research and development in transformational leadership.European Journal of Work and Organizational Psychology,8, 9–32.
11.
BlairC. A., HoffmanB. J., & HellandK. R. (2008). Narcissism in organizations: A multisource appraisal reflects different perspectives.Human Performance,21, 254–276.
12.
BlaseJ. (1993). The micropolitics of effective school-based leadership: Teachers’ perspectives.Educational Administration Quarterly,29, 142–163.
13.
BlaseJ., & BlaseJ. (2000). Effective instructional leadership: Teachers’ perspectives on how principals promote teaching and learning in schools.Journal of Educational Administration,38, 130–141.
14.
BlaseJ., & BlaseJ. (2004). The dark side of school leadership: Implications for administrator preparation.Leadership and Policy in Schools,3, 245–273.
15.
BrooksJ. S. (2006). Leading with smoke and mirrors. In The dark side of school reform: Teaching in the space between reality and utopia (pp. 129–145). Lanham, MD: Rowman & Littlefield.
16.
BrownM. E., & TrevinoL. K. (2006). Ethical leadership: A review and future directions.The Leadership Quarterly,17, 595–616.
17.
CaldwellC., DixonR. D., AtkinsR., & DowdellS. M. (2011). Repentance and continuous improvement: Ethical implications for the modem leader.Journal of Business Ethics,102, 473–287.
18.
ChanC. C. A., McBeyK., & Scott-LaddB. (2011). Ethical leadership in modern employment relationships: Lessons from St. Benedict.Journal of Business Ethics,100, 221–228.
19.
ChangG., & DiddamsM. (2009). Hubris or humility: Cautions surrounding the construct and self-definition of authentic leadership.The Academy of Management Proceedings, 1–6.
20.
ChemersM. M. (2000). Leadership research and theory: A functional integration.Group Dynamics: Theory, Research, and Practice,4, 27–43.
21.
ChemersM. M. (2002). Efficacy and effectiveness: Integrating models of leadership and intelligence. In RiggioR. E., MurphyS. E., & PirozzoloF. J. (Eds.), Multiple intelligences and leadership (pp. 139–160). Mahwah, NJ: Erlbaum
22.
ChemersM. M., WatsonC. B., & MayS. T. (2000). Dispositional affect and leader effectiveness: A comparison of self-esteem, optimism, and efficacy.Personality and Social Psychology,26, 267–277.
23.
ChenG., GullyS. M., & EdenD. (2001). Validation of a new general self-efficacy scale.Organizational Research Methods,4, 62–83.
24.
ChesneyM. A., NeilandsT. B., ChambersD. B., TaylorJ. M., & Folk ManS. (2006). A validity and reliability study of the coping self-efficacy scale.British Journal of Health Psychology,11, 421–437.
25.
CollinsJ. (2001). Level 5 leadership. In Good to great (pp. 17–40). New York: HarperCollins.
26.
CollinsJ. (2009). How the mighty fall: And why some companies never give in.New York: HarperCollins.
27.
CoveyS. (1989). The 7 habits of highly effective people.New York: Free Press.
28.
CoveyS. (2006, December). Servant leadership: Use your voice to serve others.Leadership Excellence,23(12), 5–6.
29.
DalyA. J., & ChrispeelsJ. (2008). A question of trust: Predictive conditions for adaptive and technical leadership in educational contexts.Leadership and Policy in Schools,7, 30–63.
30.
DavisS. H. (1998). Superintendents’ perspectives on the involuntary departure of public school principals: The most frequent reasons why principals lose their jobs.Educational Administration Quarterly,34, 58–90.
31.
DennisR. S., & BocameaM. (2005). Development of the servant leadership assessment instrument.Leadership and Organization Development Journal,26, 600–615.
32.
EaglyA. H., & KarauS. J. (2002). Role incongruity theory of prejudice toward female leaders.Psychological Review,109, 573–598.
33.
ExlineJ., & GeyerA. (2004). Perceptions of humility: A preliminary study.Self and Identity,3, 95–114.
34.
FraenkelJ. R., & WallenN. E. (2008). How to design and evaluate research in education (7th ed.). New York: McGraw-Hill.
35.
FryL. W. (2003). Toward a theory of spiritual leadership.The Leadership Quarterly,14, 693–727.
36.
FryL. W., & SlocumJ. W. (2008). Maximizing the triple bottom line through spiritual leadership.Organizational Dynamics,37, 86–96.
37.
FurnhamA., HosoeT., & TangT. L. (2002). Male hubris and female humility? A cross-cultural study of ratings of self, parental, and sibling multiple intelligence in America, Britain, and Japan.Intelligence,30, 101–115.
38.
HaderR. (2008). A little bit of humility goes a long way.Nursing Management,39(11), 6.
39.
HarrisonJ. K., & CloughM. W. (2006). Characteristics of “state of the art” leaders: Productive narcissism versus emotional intelligence and Level 5 capabilities.Social Science Journal,43, 287–292.
40.
HoganR., & HoganJ. (2001). Assessing leadership: A view of the dark side.International Journal of Selection and Assessment,9, 40–51.
41.
HollanderE. P. (1992). Leadership, followership, self, and others.Leadership Quarterly,3, 43–54.
42.
HollanderE. P. (1998). Ethical challenges in the leader-follower relationship. In CiullaJ. B. (Ed.), Ethics: The heart of leadership (pp. 49–61). Westport, CT: Praeger.
43.
HoytC. L., MurphyS. E., HalversonS. K., & WatsonC. B. (2003). Group leadership: Efficacy and effectiveness.Group Dynamics: Theory, Research, and Practice,7, 259–274.
44.
IrwinT. (2009). Derailed: Five lessons learned from catastrophic failures of leadership.Nashville, TN: Nelson.
45.
JanneyJ. E. (1952). Company presidents look at themselves.Harvard Business Review,30(3), 59–70.
46.
JudgeT. A., & BonoJ. E. (2000). Five-factor model of personality and transformational leadership.Journal of Applied Psychology,85, 751–765.
47.
KanterR. M. (2004). Confidence: How winning streaks and losing streaks begin and end.New York: Crown Business.
48.
KirkpatrickS. A., & LockeE. A. (1991). Leadership: Do traits matter?Academy of Management Executive,5(2), 48–60.
49.
KouzesJ., & PosnerB. (1990). The credibility factor: What followers expect from their leaders.Management Review,79(1), 29–33.
50.
KouzesJ., & PosnerB. (2002). The leadership challenge (3rd ed.). San Fiancisco, CA: Jossey-Bass.
51.
LawrenceP. G. (2008). Neohumility/humility and business leadership: Do they belong together?Journal of Business and Leadership,2, 116–126.
52.
LeeK., & AshtonM. C. (2004). Psychometric properties of the HEXACO Personality Inventory.Multivariate Behavioral Research,39, 329–258.
53.
LeeK., & AshtonM. C. (2005). Psychopathy, Machiavellianism, and narcissism in the five-factor model and the HEXACO model of personality structure.Personality and Individual Differences,38, 1571–1582.
54.
LeeK., AshtonM. C., MorrisonD. L., CorderyJ., & DunlopP. D. (2008). Predicting integrity with the HEXACO model: Use of self- and observer reports.Journal of Occupational and Organizational Psychology,81, 147–167.
55.
LeithwoodK., & JantziD. (2008). Linking leadership to student learning: The contributions of leader efficacy.Educational Administration Quarterly,44, 496–528.
56.
LockeE. A. (1991). The essence of leadership: The four keys to leading successfully.New York: Lexington Books.
57.
MayeroffJ. (1995). On caring. In WilliamsC. (Ed.), On love and friendship: Philosophical readings (pp. 335–355). Boston, MA: Jones & Bartlett.
58.
McCollumD. L., & KajsL. T. (2009). Examining the relationship between school administrators’ efficacy and goal orientations.Educational Research Quarterly,32(3), 29–46.
59.
McCormickM. J. (2001). Self-efficacy and leadership effectiveness: Applying social cognitive theory to leadership.Journal of Leadership Studies,8(1), 22–33.
60.
McCormickM. J., TangumaJ., & Lopez-FormentA. S. (2002). Extending self-efficacy theory to leadership: A review and empirical test.Journal of Leadership Education,1(2), 34–49.
61.
McCormickM.J., TangumaJ., & Lopez-FormentA. S. (2003, spring). Gender differences in beliefs about leadership capabilities: Exploring the glass ceiling phenomenon with self-efficacy theory.Leadership Review.
62.
MertlerC. A., & VannattaR. A. (2005). Advanced and multivariate statistical methods: Practical methods and interpretation (3rd ed.). Glendale, CA: Pyrczak.
63.
MillerD. (1997). The perils of success, or failure, where is thy sting? A comment on Whyte, Saks, and Hook.Journal of Organizational Behavior,18, 433–435.
64.
MorrisJ. A., BrotheridgeC. M., & UrbanskiJ. C. (2005). Bringing humility to leadership: Antecedents and consequences of leader humility.Human Relations,58, 1323–1350.
65.
MurphyS. E. (2002). Leadership self-regulation: The role of self-efficacy and multiple intelligences. In RiggioR., MurphyS., & PirozzoloF. J. (Eds.), Multiple intelligences and leadership (pp. 63–186). Mahwah, NJ: Erlbaum.
66.
NajarM. J., HollandB. D., & Van LanduytC. R. (2004, April). Individual differences in leadership derailment. Paper presented at the meeting of the Society of Industrial and Organizational Psychology, Chicago, IL.
67.
NgK. Y., AngS., & ChanK. Y. (2008). Personality and leader effectiveness: A moderated mediation model of leadership self-efficacy, job demands, and job autonomy.Journal of Applied Psychology,93(4), 733–743.
68.
NielsenR., MarroneJ. A., & SlayH. S. (2010). A new look at humility: Exploring the humility concept and its role in socialized charismatic leadership.Journal of Leadership & Organizational Studies,17, 33–43.
OplatkaI., & TakoE. (2009). Schoolteachers’ constructions of desirable educational leadership: A career-stage perspective.School Leadership and Management,29, 425–444.
72.
OwensB. P. (2009, August). The utility of humility in organizations: Establishing construct, nomological, and predictive validity.Academy of Management Proceedings, pp. 1–6.
73.
OwensB. P., RowattW. C., & WilkinsA. L. (2012). Exploring the relevance and implications of humility in organizations. In CameronK. S., & SpreitzerG. M. (Eds.), Handbook of positive organizational scholarship (pp. 260–272). Oxford, UK: Oxford University Press.
74.
Paredes ScribnerS. M., CrowG. M., LopezG. R., & MurtadhaK. (2011). “Successful” principals: A contested notion for superintendents and principals.Journal of School Leadership,21, 390–121.
75.
PierceJ. L., & NewstromJ. W. (2003). Leaders and the leadership process: Readings, self- assessments and applications (3rd ed.). Boston, MA: McGraw-Hill.
76.
PrimeJ., JonsenK., CarterN., & MaznevskiM. L. (2008). Managers’ perceptions of women and men leaders: A cross cultural comparison.International Journal of Cross Cultural Management,8, 171–210.
77.
ReadyD. A. (2005). Is your company failing its leaders?Business Strategy Review,16(4), 21–25.
78.
ReaveL. (2005). Spiritual values and practices related to leadership effectiveness.The Leadership Quarterly,16, 655–687.
79.
RegoA., CleggS., & CunhaM. P. (2012). The positive power of character strengths and virtues for global leaders. In CameronK. S., & SpreitzerG. M. (Eds.), Handbook of positive organizational scholarship (pp. 366–381). Oxford, UK: Oxford University Press.
80.
RowattW. C., PowerC., TarghettaV., ComerJ., KennedyS., & LabouffJ. (2006). Development and initial validation of an implicit measure of humility relative to arrogance.Journal of Positive Psychology,1, 198–211.
81.
SalaF. (2003). Executive blind spots: Discrepancies between self- and other-ratings.Consulting Psychology Journal: Practice and Research,55(4), 222–229.
82.
SandelandsL. (2008). Thy will be done?Journal of Management Inquiry,17, 137–142.
83.
SankarY. (2003). Character not charisma is the critical measure of leadership excellence.Journal of Leadership and Organizational Studies,9(4), 45–55.
84.
SashkinM. (2004). Transformational leadership approaches: A review and synthesis. In AntonakisJ., CiancioloA., & SternbergR. (Eds.), The nature of leadership (pp. 171–196). Thousand Oaks, CA: Sage.
85.
ScheinE. H., KahaneA., & ScharmerC. O. (2001). Humility and ignorance: What it takes to be an effective process consultant.Reflections,3(2), 8–19.
86.
ScherbaumC. A., Cohen-CharashY., & KernM. J. (2006). Measuring general self-efficacy: A comparison of three measures using item response theory.Education and Psychological Measurement,66, 1047–1063.
87.
SengeP. (2005). Missing the boat on leadership.Leader to Leader,38, 28–30.
88.
SmithA. D., PlowmanD. A., DuchonD., & QuinnA. M. (2009). A qualitative study of high-reputation plant managers: Political skill and successful outcomes.Journal of Operations Management,27, 428–443.
89.
TangneyJ. P. (2000). Humility: Theoretical perspectives, empirical findings, and directions for future research.Journal of Social and Clinical Psychology,19, 70–82.
90.
TaylorT., MartinB. N., HutchinsonS., & JinksM. (2007). Examination of leadership practices of principals identified as servant leaders.International Journal of Leadership in Education,10, 401–419.
91.
TheoharisG. (2008). Woven in deeply: Identity and leadership of urban social justice principals.Education and Urban Society,41, 3–25.
92.
TiberiusV., & WalkerJ. D. (1998). Arrogance.American Philosophical Quarterly,35, 379–390.
93.
Tschannen-MoranM. (2005, November). Cultivating principals’ sense of efficacy: Supports that matter. Paper presented at the annual meeting of the University Council for Educational Administration, Nashville, TN.
94.
Tschannen-MoranM., & GareisC. R. (2004). Principals’ sense of efficacy: Assessing a promising construct.Journal of Educational Administration,42, 573–585.
95.
TuretgenI. O., UnsalP., & ErdemI. (2008). The effects of sex, gender role, and personality traits on leader emergence: Does culture make a difference?Small Group Research,39, 588–615.
96.
VeraD., & Rodriguez-LopezA. (2004). Strategic virtues: Humility as a source of competitive advantage.Organizational Dynamics,33, 393–408.
97.
WagnerD. R. (1999). The lost virtue of leadership.U.S. Naval Institute Proceedings,125(9), 96–98.
98.
WhyteG., SaksA. M., & HookS. (1997). When success breeds failure: The role of self-efficacy in escalating commitment to a losing course of action.Journal of Organizational Behavior,18, 415–432.
