Leadership Humility A Characteristic that Enhances Professional Effectiveness

TABLE OF CONTENTS

Preface

Acknowledgments

About the Author

Chapter 1                    The Meaning and Components of Humility

1.      A Variety of Definitions and Meanings of Humility

2.      The Components and Dimensions of Humility

3.      Humility as a Virtue

4.      Four Types of Humility

5.      What Humility is Not

6.      Guidelines for Action

Chapter 2                    The Performance Consequences of Humility

1.      Leader Humility and Individual Performance

2.      Leader Humility and Team Performance

3.      Leader Humility and Team Performance

4.      Humility and Improved Decision Making

5.      A Humble Leader Who Achieves Extraordinary Results: Alphabet and Google CEO Sundar Pichai

6.      Guidelines for Action

Chapter 3                    The Impact of Humility on Employee Behavior

1.      Group Members Modeling Humility

2.      Inspired Employees

3.      Fostering Proactive Behavior

4.      Enhanced Collaboration

5.      Feelings of Empowerment

6.      Heightened Self-Confidence

7.      Enhanced Resilience

8.      Respect for the Leader and the Organization

9.      Coping with a Crisis such as the Pandemic

10.  Work Engagement and Service-Minded Employees

11.  Higher Employee Retention

12.  A Leader with Humility: Tara Comonte, CEO of TRMW and Former President and CFO of Shake Shack

Chapter 4                    The Attributes of Humble Leaders and Professionals

1.      Attributes Related More to the Self

2.      Interactions with Others as Attributes

3.      A Leader with Humility: Raj Gupta, Former CEO of Rohm and Haas

4.      Guidelines for Action

Chapter 5     Interpersonal Aspects of Humble Leadership

1.      Building Connections with Others

2.      Personal Relationships

3.      Gratitude as a Form of Humility

4.      Helping Others Grow

5.      Coaching with Humility

6.      Reverse Mentoring and Humility

7.      Macro-Managing Subordinates

8.      A Leader with Humility: Chris Cox of Facebook.

9.      Guidelines for Action

Chapter 6     Practices of Humble Leadership and Professional Behavior

1.      Practicing Open-Handed Leadership

2.      Practicing Hands-On Leadership

3.      Appropriate Use of Authority

4.      Leading by Example

5.      Conducting a Listening Tour

6.      Helping Others Become Self-Sufficient

7.      Toleration of Ambiguity

8.      Pacing Others in the Spotlight

9.      Asking for Feedback and Help

10.  Accepting Compliments

11.  Apologizing When Appropriate

12.  Promoting Diversity and Inclusion

13.  A Leader with Humility: Arnold Donald of Carnival Corporation

14.  Guidelines for Action

Chapter 7     Servant Leadership and Humility

1.      Key Aspects of Servant Leadership

2.      Servant Leadership at the Ritz Carlton

3.      The Impact and Effectiveness of Servant Leadership

4.      Suggestions for Becoming a Servant Leader

5.      A Legendary Servant leader: Ken Melrose, the Late CEO of Toro  

6.      Guidelines for Action

Chapter 8     Narcissism, Hubris, and Charisma Blended with Humility

1.      The Characteristics of a Narcissistic Leader

2.      The Narcissist Tinged with Humility

3.      The Servant Leader with a Tinge of Narcissism

4.      Hubris Combined with a Touch of Humility

5.      The Combination of Charisma and Humility

6.      A Charismatic and Humble Leader: Mary Barra, CEO of GM

7.      Guidelines for Action

Chapter 9     Developing and Enhancing Your Humility

1.      Actions and Attitudes Directed Toward Yourself

2.      Actions and Attitudes Directed Toward Others

3.        Carl Wang: A Humble Leader whose Invention Has Prevented Blindness in Five Million

4.      People

5.      Guidelines for Action

Chapter 10   Making Effective Use of Humility

1.      Combine Humility with Other Attributes of Effective Leaders

2.      Be Humble with All Stakeholders

3.      Incorporate a Shared Vision into Your Leadership

4.      Lead by Actions Rather than by Words

5.      Ask Loads of Questions

6.      Ask for Help

7.      Embrace Ambiguity and Uncertainty

8.      Act Like a Member of the Group when Appropriate

9.      Role with Your Mistakes

10.  Select Humble Leaders

11.  A Leader Who Blends Humility with Other Key Attributes: Kim Jordan, Executive Chair

1.      Of New Belgium Brewing Company

12.  Guidelines for Action

References

Biography

Andrew J. DuBrin is professor emeritus of management in the Saunders College of Business at the Rochester Institute of Technology, where he has taught courses and conducts research in management, organizational behavior, leadership, and human resource management. He has served the college as chairman of the management department and as team leader.

He received his PhD in industrial psychology from Michigan State University, and an MS in industrial psychology at Purdue University. DuBrin is a licensed psychologist in New York State and a Diplomate in Industrial Psychology. His business experience is in human resource management, and he consults with organizations and with individuals. His specialties include leadership and career management

DuBrin is an established author of textbooks, scholarly books, and trade titles. He also has written for professional journals and magazines. He has written textbooks on leadership, managerial psychology, business psychology, human resource management, introduction to management, political behavior in organizations, and human relations. His scholarly books include the subjects of crisis leadership, impression management, narcissism, and the proactive personality. His trade titles cover many current issues, including coaching and mentoring, team play, office politics, coping with adversity, and big-picture thinking.