THE POWER OF HUMILITY IN LEADERSHIP

Transcription

1 THE POWER OF HUMILITY IN LEADERSHIP Mark E. Hardgrove Engage Journal Article February 1, 2012

2 1 Introduction The purpose of this paper is to explore both the biblical and the secular sources in an effort to ascertain the role of humility related to the task of leadership. Intuitively one might be tempted to conclude that humility is akin to timidity and therefore plays no role in leadership. However, such assumptions may well be based on a misconception of the true nature of humility. Biblical Examples Each time one reads through the Bible one is likely to discover another powerful nugget of truth that was somehow missed on earlier excursions. Recently this writer read something concerning King Ahab that seemingly leaped from the page with attention-getting significance: And the word of the LORD came to Elijah the Tishbite, saying, See how Ahab has humbled himself before Me? Because he has humbled himself before Me, I will not bring the calamity in his days. In the days of his son I will bring the calamity on his house. 1 There is something significant here that illustrates the power of humility as it relates to leadership. Ahab is the standard bearer for evil or wicked kings in the Old Testament, 2 yet because he humbled himself, he was able to avert God s judgment in his lifetime. Humility touched the heart of God. 1 1 Kings 21:28-29, NKJV. 2 1 Kings 16:28-33; 2 Kings 8:18; 8:27.

3 2 However, good kings who allowed pride to enter into their life usually ended their reigns in tragedy or judgment. Just before telling King Saul that God had rejected him as the King of Israel, Samuel asked the rhetorical question: When you were little in your own eyes, were you not head of the tribes of Israel? And did not the LORD anoint you king over Israel? 3 This is a significant point with respect to leadership. True humility can gain the favor and mercy of God, while pride goes before destruction. 4 In fact, there are numerous scriptures that bear this truth out: God resists the proud, but gives grace to the humble. 5 Humble yourselves in the sight of the Lord, and He will lift you up. 6 Therefore humble yourselves under the mighty hand of God, that He may exalt you in due time. 7 Extra-Biblical Research As the above examples demonstrate, this principle permeates the pages of Scripture, but does the research in the field of leadership corroborate what appears to be a solid biblical truth? Not surprisingly, the research does support the biblical principle of the power of humility in leadership. While the study of leadership has gone through much iteration, one of the latest contributions to the field is that of servant leadership. Robert Greenleaf, who is regarded as the 3 1 Sam. 15:17. 4 Prov. 16:18. 5 James 4:6. 6 James 4: Peter 5:6.

4 3 father of the contemporary servant leadership model, 8 recognizes that the concept has its roots in the Judeo-Christian heritage 9 yet he attributes the genesis of the idea to a book by Hermann Hesse, entitled, The Journey to the East. 10 Written in the first person by Hesse, the book describes an expedition by a League of men who were sponsored by a mysterious benefactor to take a difficult journey to the East. Accompanying them on this trip was a humble servant known only as Leo. Leo acts in various roles as porter, guide, helper, and friend. However, in the middle of the expedition Leo unexpectedly leaves and the entire endeavor is subsequently abandoned. Reflecting on this turn of events, Hesse realizes that Leo had been more than a mere servant; he had been the leader all along. While the League was traveling they took little notice of Leo, but his absence had a profound impact on the outcome and ultimate failure. Hesse eventually meets the mysterious benefactor, this wealthy man who had invested much money in the expedition, and discovers that the benefactor was none other than Leo. Reflecting on the meaning of this story, Greenleaf experienced something of a paradigm shift in his concept of leadership. 11 He began to formulate a principle in which the leader is servant first and leader second. In this model the leader lifts up and encourages those around him or her to succeed because when everyone in the organization is lifted up, the entire organization is lifted as well. This model of servant leadership has positively resonated with Christians, in that, Jesus exemplifies this very model though His life and powerfully illustrates it in John 13 as He humbly washes the feet of His disciples. 8 Larry C. Spears, preface to Robert K. Greenleaf: The Power of Servant Leadership, ed. Larry C. Spears (San Francisco: Berrett-Koehler Publishers, 1998), xix-xxiii. 9 Robert K. Greenleaf, Servant: Retrospect and Prospect, in Robert K. Greenleaf: The Power of Servant Leadership, ed. Larry C. Spears (San Francisco: Berrett-Koehler Publishers, 1998), Hermann Hess, The Journey to the East (New York: Picador, 1959). 11 Greenleaf, Servant.

5 4 Likewise, the research of Jim Collins and his team found that leadership was one of the key factors resulting in the great companies breaking away from the merely good companies. 12 This in and of itself is not surprising, but the type of leadership in the great companies did break from common preconceptions about what type of a leader it takes to lead an organization from the good to great status. Collins referred to the leaders of the great companies as level 5 leaders. What separated these leaders from other leaders was a paradoxical combination of professional will and personal humility. 13 These were leaders who were willing to embrace audacious goals and were willing to persistently pursue those goals. Yet they were humble enough to know that they needed the contribution of others and were willing to point to others as the source of the success of the organization. Collins observed that they look out the window to apportion credit [and]... in the mirror to apportion responsibility. 14 Merwyn Hayes and Michael Comer provide a powerful definition of humility, stating what it is and is not. They state that humility is Humanness (connects with others as fellow humans) Vulnerability (I have not arrived, I am teachable) The ability to keep one s accomplishments and talents in perspective The soil that grows effective leaders 15 However, humility is not Weakness 12 Jim Collins, Good to Great: Why Some Companies Make the Leap... and Others Don t (New York: HarperCollins, 2001). 13 Ibid., Ibid., Merwyn A. Hayes and Michael D. Comer, Start With Humility: Lessons from America s Quiet CEOs on How to Build Trust and Inspire Followers (Westfield, IN: The Greenleaf Center for Servant Leadership, 2010), 6-8.

6 5 A lack of confidence, low self-esteem, or absence of ego A lack of assertiveness, ambition, or speaking out 16 The word humility literally means of the ground or earth and by extension it means close to the ground and the people. 17 The familiar statement that the ground is level at the foot of the cross certainly captures the essence of the meaning of humility. Humility, therefore, is the human ability to touch others, to teach others, to trust others, and to encourage others to achieve their goals, dreams, and full potential. It is also about letting others stand in the spotlight, knowing that ultimately the real reward of successful leadership is growing successful people who lead a successful organization. Sadly, it seems many ministers were early adapters of the heroic and charismatic models of leadership, which tend to be more about the leader rather than the people or the organization. However, the teaching of Christ on leadership is summed up in Matthew 20: You know that the rulers of the Gentiles lord it over them, and their high officials exercise authority over them. Not so with you. Instead, whoever wants to become great among you must be your servant, and whoever wants to be first must be your slave just as the Son of Man did not come to be served, but to serve, and to give his life as a ransom for many. Conclusion The true path to being a great leader is not found in force or intimidation, but in humbly serving. It is not about looking for followers to serve and lift up their leaders, but about finding someone to else lift up, promote, and celebrate. The paradox is that genuine humility empowers the leader as followers stand shoulder to shoulder with the leader in pursuit of the vision and 16 Ibid., Ibid., NIV.

7 6 goals of the organization. As such, the humble leader rarely stands alone, while the leader atop an imaginary hierarchy or contrived corporate structure is almost always alone.

8 7 Bibliography Collins, Jim. Good to Great: Why Some Companies Make the Leap... and Others Don t. New York: HarperCollins, Greenleaf, Robert. K. (1998). Servant: Retrospect and Prospect. In Robert K. Greenleaf: The Power of Servant Leadership, edited by Larry C. Spears, San Francisco, CA: Berrett-Koehler Publishers, Hayes, Merwyn A. and Michael D. Comer. Start With Humility: Lessons from America s Quiet CEOs on How to Build Trust and Inspire Followers. Westfield, IN: Greenleaf Center for Servant Leadership, Hess, Hermann. The Journey to the East. New York, NY: Picador, Spears, Larry C. Preface to Robert K. Greenleaf: The Power of Servant Leadership, edited by Larry C. Spears, xix-xxiii. San Francisco: Berrett-Koehler Publishers, 1998.