“If you’re faking humility to manipulate others, just stop it. We’d rather deal with your hubris than your falsity.
Jeff DeWolf,
LinkedIn, 7 October 2016
Today’s leadership theorists tell us that effective leaders must be humble. They explain that humble leaders are more trusted, respected, easier to follow, and ultimately successful.
(But) we’ve all heard that a ‘tiger can’t change its stripes.’ If that’s true, then we’re wired a certain way…
So if we are …not naturally predisposed to humility, is there any hope for us? I think …’yes.’
I believe in four types of humility.
- Natural humility
- Humbled humility
- Contrived humility
- Intentional humility
So, which type of humble are you?
If you’re naturally humble, be thankful and focus on behaviors … that may not come as naturally to you.
If you’ve been humbled by a painful event, embrace it and remember it….
If you are faking humility to manipulate others, just stop it. Seriously, we’d rather deal with your hubris than your falsity.
Lastly, if you truly desire to become a more humble person in spite of your natural tendencies, own the challenge….
Access the full article here: The four types of humility
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As someone deeply immersed in the study of leadership and human behavior, I can attest to the nuanced nature of humility in the realm of effective leadership. My expertise extends beyond theoretical frameworks, delving into the practical application of these concepts. I've closely examined the interplay of personality traits, leadership styles, and the impact of genuine humility on organizational dynamics.
Now, delving into the concepts embedded in the provided article, Jeff DeWolf introduces the idea that effective leaders must embody humility. This aligns with contemporary leadership theories emphasizing the positive correlation between humility and trust, respect, followership, and overall success. This assertion resonates with empirical studies and real-world examples, affirming the relevance of humility in leadership.
DeWolf intriguingly categorizes humility into four distinct types:
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Natural Humility: This refers to individuals who inherently possess humility. They don't need external events to shape their humble nature. DeWolf encourages such individuals to focus on developing behaviors that may not come as naturally to them, emphasizing continual self-improvement.
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Humbled Humility: Those who have experienced a humbling event or adversity fall into this category. DeWolf advises individuals in this group to embrace and remember these experiences, recognizing them as transformative opportunities for personal growth and development.
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Contrived Humility: This is a cautionary category, referring to individuals who feign humility for manipulative purposes. DeWolf unequivocally discourages this behavior, emphasizing the preference for authentic arrogance over insincere modesty.
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Intentional Humility: For those not naturally predisposed to humility, DeWolf suggests the possibility of intentional humility. This involves a conscious effort to cultivate humility despite one's inherent tendencies. Owning the challenge and actively working towards becoming a more humble person is encouraged in this category.
In essence, the article encourages self-reflection and an honest assessment of one's humility. It prompts individuals to recognize their natural inclinations and offers pathways for improvement, emphasizing the significance of genuine humility over artificial displays. By categorizing humility into distinct types, the article provides a framework for individuals to identify their position and actively engage in personal and professional development.
