We are all dazzled by charisma. But it is the humble leaders who put others first and prioritize their organisation that deliver lasting success. It’s not only a smart leadership decision to cultivate humility, but it is also better for business.
We are all drawn to charismatic leaders, visionaries who have bold plans and a persuasive charm. Charismatic leadership can rally people in uncertain times. “Follow Me and Everything Will Be OK.”
While charisma can help leaders rise to the top of their profession, humility is what helps them thrive once they are there.
Yes, charisma inspires, but humility is what sustains. We all know that leadership success is not based on charisma alone, but rather the ability to learn from others, listen and empower your team. The humble leaders are the ones who know how to build trust, resilience and teamwork. They will be more successful in the increasingly complex business world.
The charm trap
We’ve seen the charisma of leaders in boardrooms and on political platforms. Under this confident façade, however, is a darker side: narcissism and overconfidence, as well as a disregard for opposing views. It only takes a glance at the UK to see that these traits can have alarming results.
There is a long list of charismatic, but ultimately destructive leaders. They certainly dominate the current political landscape. Enron, Kodak or leaders responsible for recent financial crashes are all examples. Overconfident leadership without humility leads to disasters time and time again. Leaders who are overconfident, who believe they are infallible and take decisions without feedback often have disastrous outcomes. If those decisions are wrong, not only the leader suffers, but also employees, shareholders, and even entire communities or countries.
The famous Ernest Hemingway quotation “How did I become bankrupt?” would resonate in many companies and nations that have been ruined by unchecked leadership excesses. There are two ways to go bankrupt: first slowly, then suddenly.
Leadership and humility: The case for both
Humility is the foundation of humility. They don’t claim to know all the answers. They invite others to participate, admit their mistakes and use failure as a learning opportunity.
Humble leadership doesn’t mean being indecisive or soft – rather, it means being strong enough listen to others’ needs and adapt to them.
This is supported by research. David Hekman, a professor at the University of Colorado, found that cultures built around learning and teamwork create more long-term success for humble leaders. In a 2015 study published in Journal of Management, it was found that CEOs who are humble lead to more adaptable leadership teams. In 2014, research published in Administrative Science Quarterly showed that humble managers encourage employee development and feedback to increase engagement and performance.
Humility in action
Leadership is a powerful tool for achieving strong, ethical leadership. Leaders such as Satya Nadella of Microsoft and Jacinda Adern from New Zealand are examples. They are open to challenges, promote collaboration, and prioritise collective good. The success of their team is what matters, not how much attention they get or how much glory.
Compare this to charismatic leaders, who can dominate the conversation, and make decisions, but leave behind burnout, stifled innovations, and dependency on their presence. These environments can inhibit growth and discourage constructive criticism – essential components for any healthy organisation.
Humble leaders focus on their teams, while charismatic leaders are focused in the mirror. Humble leaders focus on their team by looking out of the window .”
Cultivating humility in leadership
It is possible to develop humble leadership. It takes conscious effort and commitment to growth. Start with these:
- Listen without defensiveness and act on what you hear. Listen to what others say without being defensive and take action.
- Own up to your mistakes. Acknowledging your mistakes not only demonstrates accountability, but also strengthens your credibility.
- Celebrate the achievements of others, rather than focusing on your own personal success.
- Active listening is a great way to build trust and help people feel heard. This creates trust and allows for new ideas.
- Make decisions that will benefit your organisation in the long term, even if you don’t think they are popular.
Playing the Long Game
Jim Collins’ seminal research in Good to Great confirms this. He discovered that the most successful businesses were not led by personalities with flamboyant personalities but by “Level 5 Leaders” – those who combine personal humility and fierce professional will. These leaders were responsible when things went bad, credited when they went well and built organizations that thrived after their departure.
We live in a time of rapid change, polarised discussion and high stakes decision making. We must rethink the idea that leadership is the exclusive domain of the confident and encourage those who are willing to adapt and learn to navigate their organisation through turbulent times. We need people to be flexible. Drucker stated: The greatest danger during turbulent times is to act on yesterday’s logic.
If you want to create a lasting leadership in your organisation, don’t just rely on charisma. Find humility and cultivate that. Humility is the key to a better leader.
