Identifying the Antecedents of Humble Leadership for Managers with a Meta-synthesis Approach

Document Type : Research Paper

Authors

1 Ph.D. Candidate, Department of Administration Education, University of Mohaghegh Ardabili, Ardabil, Iran.

2 Prof., Department of Administration Education, University of Mohaghegh Ardabili, Ardabil, Iran.

3 Associate Prof., Department of Administration Education, University of Mohaghegh Ardabili, Ardabil, Iran.

Abstract

Objective
In the contemporary organizational landscape marked by increasing complexity and a demand for adaptability, the emphasis on bottom-up leadership aspects has gained prominence. Leaders who openly acknowledge their limitations in navigating a complex and uncertain world are perceived as more authentic. Additionally, the rising prevalence of unethical behaviors in organizations underscores the necessity for leadership styles that promote integrity and trust. Humble leadership emerges as a crucial approach that can foster ethical behavior, enhance organizational effectiveness, and mitigate unethical practices. This study aims to identify the antecedents of humble leadership among managers to provide insights into fostering this leadership style in organizational contexts.
Methods
This research employed a qualitative approach, leveraging the seven-step hybrid method developed by Sandelowski and Barroso (2007). The study focused on Persian and English publications addressing the antecedents of humble leadership for managers, spanning from 2000 to 2023. Relevant keywords were utilized to systematically search databases, yielding 113 articles. Using purposeful sampling, 14 articles that met the inclusion criteria were analyzed. Data were subjected to three-stage coding (open, axial, and selective) with the assistance of Maxqda 2020 software. The reliability of the coding process was validated using the Kappa coefficient of agreement, which achieved a value of 0.92, signifying high reliability. To ensure validity, the findings were reviewed by four qualitative research experts, providing an additional layer of rigor to the study.
Results
The analysis revealed 90 open codes, categorized into 20 concepts and four overarching categories, reflecting the antecedents of humble leadership. These categories are as follows:

Self-Management: Self-management emerged as a pivotal antecedent of humble leadership. Key predictors in this dimension include emotional intelligence, moral intelligence, positive affect, religious commitment, spiritual behaviors, and the leader's personality traits. These attributes enable leaders to reflect on their actions, maintain ethical standards, and exhibit humility in their leadership approach.
Managing People: Humble leaders influence organizational performance indirectly by fostering an environment conducive to team and individual excellence. Behaviors such as enriching communication channels, fostering psychological safety, promoting group dynamics, and encouraging cognitive empowerment were identified as essential practices. Additionally, the personality traits of followers and the creation of supportive team environments contribute to effective people management under humble leadership.
Organizational Management: As humility is inherently relational, strengthening interpersonal and social interactions within organizations is vital. This involves encouraging participation, implementing structural empowerment, and fostering an organizational culture that values humility. Cultural values and norms that support collaboration and mutual respect further bolster humble leadership practices.
Organizational Support: The study highlighted the role of organizational support as a critical factor for the success of humble leadership. The alignment of top management support with leader expectations toward subordinates enhances the impact of humble leadership on organizational performance. This interplay underscores the necessity of an organizational framework that nurtures humility at all levels.

Conclusion
The findings indicate that humble leadership integrates elements of servant leadership, transformational leadership, and ethical leadership. Managers who adopt humble leadership practices benefit not only from personal growth and improved follower relationships but also contribute significantly to the overall effectiveness and ethical standards of their organizations. By fostering a culture that values humility, organizations can empower leaders to navigate complexity, inspire teams, and drive sustainable success. The study underscores the importance of embedding humility as a core leadership value, with targeted strategies to nurture its antecedents in organizational settings.

Keywords

Main Subjects

References

 
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Journal of Public Administration
Volume 17, Issue 1
2025
Pages 187-220

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