The Shape of Leadership: Trust and Humility [Kepercayaan dan Kerendahan Hati]
Karise Hutchinson is a Professor of Leadership and the founder of Illuminaire Leadership, also known as Illuminaire Institute. Hutchinson has dedicated over 20 years to researching, teaching, consulting, and writing about leadership, with the aim to bring life and light to leaders across the globe. Illuminaire Institute uses storytelling to make complex leadership research both memorable and impactful, fostering both personal and professional growth among leaders worldwide.
We are social animals’ bond together looking for order in chaos. Society looks to organize itself to accomplish tasks that individuals cannot perform individually. Thus, someone inevitably ends up in charge. The evolution of leadership raised diverse types of leaders woven by several characteristics. For this assignment my focus is on trust and humility.
Color of Trust
Leaders need to be seen, they need to listen, and they must be open to being guided. Building trust requires deep personal and collective listening at all levels of an organization.[1] In December 2024, the organization that I work for conducted an Employee Engagement Glint Survey. The organization’s overall results were disappointing to the executives, particularly, “Trust in Senior Leaders: I trust my senior leadership team’s (officers and their direct reports) vision and directions.”[2] The score was extremely low.
I love the example Mike Hardy provided in this article, “… a football team. You might trust the other players, but you might hate the coach, management or owners of the club. You will not be effective as a player just by getting on with the other players on the pitch. That is not enough. You need to have strong relationships with the manager and coaches too. In doing so, you trust the vision of the team. You trust the purpose of the organization.[3] I definitely agree with Hardy, that trust is a two-way street, a reciprocity between peers as between leaders and organizational members.[4]
Hutchinson emphasizes that trust is not just a given but a dynamic, evolving process that needs to be actively cultivated and maintained within organizations and societies. By promoting strong and healthy leadership grounded in trust, Hutchinson believes leaders can navigate the challenges and opportunities of our times more effectively.[5]
Color of Humility
In Exodus 3:1 – 4:17, Moses led the Israelites out of slavery in Egypt through the wilderness for 40 years. Despite the limitations, Moses served God and the Israelites with humility. Moses lacked confidence and the gift of speech. Moses said, “I am not a man of words” (Exodus 4:10). The power in Moses’ words came not from himself, but from God’s addition. No leader under God can ignore listening to the appeals of the lowly or to their counsel. He must attentively listen to those he is leading. An essential lesson and principle of law stems out of Moses’ humility, meekness, and willingness to listen.[6]
The appeal of Zelophehad’s five daughters to Moses regarding their inheritance. Their father had died without any sons, and under the law of the time, his daughters were left without an inheritance. Such an appeal was rare, as women’s status in that era. All of society revolved around men. As a leader he listened to the plea of these women and humbly acknowledged his lack of knowledge. Focusing on their request, took it to God, received a response that surpasses the women’s initial request. Like Moses, leaders must be humble, recognizing their own limitations and be dedicated to their employees. Moses is described as the humblest man on the earth (Numbers 12:3). This humility did not come from his success, but it came from his failure.
According to Alfred Abolarin, a humble attitude could instigate a genuine desire to serve others without seeking personal recognition. Humility is real not perfect![7] Servant Leadership exemplifies humility. Experts agree that servant leadership is essential for organizational success.[8] This leadership model is different from the other models because servant leaders prioritize serving others above all else, always accepts and empathizes, never rejects.[9] Humility primarily centers around developing team members, benefiting the organization, and positively impacting the community.
Takeaway
The Illuminaire emphasizes the importance of self-care. Leaders should exercise disconnecting from technology, avoiding unhealthy food, incorporating physical activities such as going to the gym, taking time off, building relationships, and, most importantly, understanding one’s limits. This sets an example for their team members.
Balancing family, work, school, and ministry, I take self-care very seriously. I am protective of my time, how it is spent, and with whom I spend it. Working in a fast-paced environment with constant noise and frequent offsite trips has taught me to set boundaries. I have learned to say “NO” without using the word “NO”. I believe in open communication about my limits with my colleagues and family. This gives me a sense of peace and freedom!
[1] Hutchinson, Karise. “Illuminaire: Bringing Life & Light to Leaders across the World.” 2024, 23.
[2] Portland General Electric. Glint Survey: Employee Engagement 2024
[3] “Illuminaire,” 30.
[4] “Illuminaire,” 31.
[5] “Illuminaire,” 29.
[6] John W. Ritenbaugh, “What the Bible Says About Moses, Humility of (From Forerunner Commentary),” Topical Studies, Bible Tools, accessed February 18, 2024, https://www.bibletools.org/index.cfm/fuseaction/Topical.show/RTD/cgg/ID/6035/Moses-Humility-of.htm.
[7] “Illuminaire,” 43-44
[8] Larry C. Spears, ed., “Introduction: Tracing the Growing Impact of Servant-Leadership,” in Insights on Leadership: Service, Stewardship, Spirit, and Servant-Leadership (New York: Wiley, 1998), 4-6.
[9] Robert Kiefner Greenleaf, Servant Leadership: A Journey Into the Nature of Legitimate Power and Greatness (Mahwah, NJ: Paulist Press, 1977), 12.
About the Author
Shela Sullivan
Born and raised on the vibrant Penang Island in Malaysia, I cherish the Malaysian greeting, “Mari Makan!!” which reflects the warmth of shared meals. Since 1996, I have called Oregon my home enjoying the raindrops and the serenity of its beaches. The ocean connects me to nature and energizes me. I am a Wife - Mentor - Traveling Pastor - Sourcing Manager Construction. Favorite Bible Verse: "Delight yourself in the Lord, and He will give you the desires of your heart." ~ Psalm 37:4~ I reside with my husband, David and our fur-baby Rolo. We share passions for travelling, culture, diverse cuisines, home improvements, classic cars and humor.12 responses to “The Shape of Leadership: Trust and Humility [Kepercayaan dan Kerendahan Hati]”
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Shela, thank you. Given your example of Moses’ humility and the contemporary challenge of declining trust in senior leadership (as seen in your organisation’s Employee Engagement Glint Survey), how do you think leaders today can practically model humility in a way that rebuilds trust within their teams and organisations?
Thank you, Glyn, for the question.
Leaders today can model humility by actively listening to their teams, creating an open environment for feedback, and communicating transparently about the organization’s status, challenges, and decisions. Admitting mistakes and discussing improvement steps openly fosters trust. Respecting all team members, demonstrating a servant-leader mindset, and prioritizing team needs encourage collaboration and empowerment. Leading by example through ethical behavior, personal accountability, and continuous learning sets a standard for others. By embodying these principles, leaders can address the contemporary challenge of declining trust in senior leadership, building a foundation of respect and trust within their teams and organizations. I am a member of the Employee Engagement Improvement team, and I hope to make a difference advocating for leadership culture changes.
Shela,
I like that you bring up the idea of trust and how important it is to develop trust. I imagine that developing trust is different in the two different cultures you have lived in. How has that experience been for you?
Thank you, Adam, for the question.
Living in both Malaysia and the United States has profoundly shaped my understanding and approach to trust. In Malaysia, where collectivist values are emphasized, trust often stems from strong personal relationships, mutual respect, and community bonds. Mutual respect is very important in the Malaysian culture. Trust-building is typically gradual, with a significant focus on interpersonal interactions, showing respect for authority, and fulfilling social expectations. Especially for an outsider – my husband can share more on this.
On the other hand, the United States often emphasizes individualism and direct communication. Trust is frequently built through professional competence, transparency, and consistent performance. Interactions are more straightforward, with an emphasis on clear communication and personal accountability. I find trust is very technical in the US).
Coming from Malaysia, this experience led me to a unique blend of trust-building approaches. I am more adaptable, learning to balance the importance of relationship-building and community values with the need for direct communication and individual accountability. This dual perspective has enhanced my ability to navigate diverse social and professional environments, fostering trust more effectively across different cultural contexts.
This cross-cultural experience has also deepened my empathy and understanding, allowing me to appreciate diverse perspectives and build stronger, more inclusive relationships. Overall, it has made me more versatile and effective in both personal and professional settings. I just had my year end review, so I am repeating what my 360-assessment said about me.
Hi Shela, Trust is so important. I am glad you included it in your focus. Do you think it is possible for middle or upper middle managers to build or repair trust in an organization if top management just doesn’t “get it”?
Thank you for your question, Diane.
While it’s undoubtedly more challenging to build or repair trust without top management’s full support, middle and upper-middle managers can still make a significant impact.
Start by being honest. Tell it as it is. Don’t add fluff. People know…
Leaders can build trust by demonstrating consistent, ethical behavior, being transparent about decisions and processes, and actively listening to team members’ thoughts and concerns. Encouraging a feedback culture and creating a safe environment for constructive feedback, delegating authority to team members, and investing in their professional development are crucial. Building personal connections and fostering team cohesion help create a sense of community and collaboration. Recognizing and rewarding efforts, celebrating successes, representing the team’s interests and concerns to higher management, and ensuring the team has the necessary resources and support are also essential. By focusing on these areas, middle and upper-middle managers can create a trusted environment within their teams, even if top management doesn’t fully “get it,” gradually influencing the broader organizational culture over time.
Hi Shela, Thank you for your reflections on Illuminaire. I once worked for an organization that ranked very low in employee trust in the senior leadership team. The feedback was brutal. I am curious to know if your senior leadership team is taking action to rebuild employee trust and what that might look like. I read through the comments and was very happy to see the feedback you received individually on your 360 assessment. Great job!
Thank you for your question, Elysse,
2024 was challenging for my organization, with frequent changes that failed to deliver improvements, resulting in low employee morale. In December, amid the stress of year-end tasks, Glint survey revealed critical issues: trust in leadership, morale, and communication. Consequently, my VP of Operations invited us to form a committee to address these concerns.
I was nominated to represent my department on this committee. Together we identified and recommended actions items: building trust by fostering transparency and honesty, regularly discussing its importance to create a shared understanding. Consistence in leadership behavior to align actions with words, enhancing cognitive trust. Introducing stress management to maintain a consistence stable environment and to recognize individual accomplishments.
We have a long way to go!
Hey Shela, I appreciate your takeaways on Illuminaire.
As leaders, how can we cultivate positive trust in environments where skepticism toward leadership is already present?
Thank you for the question, Daren.
Leaders must start with humility – let go of ego. Confront the people, address and acknowledge the issues, provide action plan, follow through with communication (progress), get to know the people, don’t penalize people for speaking out.
Leaders build trust by fostering transparency and honesty, regularly sharing successes and setbacks to create a sense of inclusion. Consistency in actions and words enhances cognitive trust, while following through promises reinforces reliability. Showing empathy and support by actively listening and acknowledging team members’ emotions fosters a positive environment. Recognizing accomplishments and providing constructive feedback demonstrate investment in employees’ growth. Empowering the team by delegating authority and encouraging initiative builds confidence and collaboration. Implementing stress management practices and promoting work-life balance ensures a stable and supportive environment.
Shela, as I reflect on your article, I have a few questions and am curious about your thoughts. How can leaders balance trust and humility effectively while maintaining authority and decision-making power? How might the tension between these qualities impact an organization’s culture, and how can leaders navigate this complexity to foster respect and engagement?
Thank you for your question, Chad.
I believe leaders can balance trust and humility while maintaining authority and decision-making power by fostering a culture of open communication, active listening, and empathy. Trust is built through consistent and transparent actions, showing genuine concern for team members’ well-being, and valuing their input. Humility involves recognizing one’s own limitations, being open to feedback, and sharing credit for successes. The tension between these qualities can impact an organization’s culture by creating a dynamic where employees feel valued and respected, leading to higher engagement and productivity.