Humility seems rare in our current US political environment, western culture, and sadly, at times, among our more public religious leaders. Maybe humble leaders don’t make the news, but they exist. Genuine humility is essential whether one is leading or following. Defining and practicing humility is a challenge. I wonder how false humility has become self-serving, distorting the meaning and power of true humility. I wonder how humility is conceptualized in the Southeast Asian context where my NPO project is based. These thoughts surfaced as I learned about a practical application of humility that shows how a culture of openness and trust can potentially create positive change when humble leadership is practiced.<\/p>\n
In the preface of Humble Leadership: The Power of Relationships, Openness, and Trust<\/em> by Edgar H. Schein and Peter A. Schein, the authors state, “This book proposes a relational view of leadership, framing it as a process of learning, sharing, and directing new and better action within the dynamic interpersonal processes that increasingly characterize today’s organizations.” [1]<\/a> I appreciate a relational view of leadership in which learning, sharing, and directing for better outcomes is collaborative. I see elements of Jesus’ approach to leadership in the above description. Humble Leadership<\/em> provides a basic understanding of the importance of relationship dynamics that could benefit any leader regardless of their preferred leadership style. The model emphasizes developing high levels of trust and openness while navigating workplace culture and group dynamics. The book makes the point that relational skills are crucial to leading with humility and that it takes thoughtful, intentional practice to make it happen.<\/p>\n I appreciate the basic premise of this model. First, the emphasis is on acknowledging the whole person through situational humility<\/em>. The authors define situational humility<\/em> as the following specific set of learned skills.<\/p>\n Secondly, humble leadership principles apply to any situation regardless of job description or organizational hierarchy.[3]<\/a> I find this point inspiring as it indicates that humble leadership can begin at any starting point and with any person within the organization. In other words, leaders and followers can use these principles to effect change.<\/p>\n Thirdly, humble leadership requires developing safe, open, and trusting personal relationships to create something new and better.[4]<\/a> Schein and Schein identify relationships in terms of four different levels. Level Minus 1: Negative. Level 1: Transactional. Level 2: Whole-person, and Level 3: Intimate.[5]<\/a> The authors suggest that Level 2 whole-person relationships in the workplace are preferred in which everyone is seen, building trust, learning together, and involved in decision-making. The result is a collaborative and enjoyable work environment resulting in improved outcomes in which everyone feels they’ve contributed.<\/p>\n Peter Northouse, Annabel Beerel, and Simon Walker introduced us to various leadership styles. Each author came to mind as I read Humble Leadership.<\/em> I became curious about whether the practice of humility existed in the styles of leadership they discussed in their books. What follows are a few concepts that resonate with the principles of humble leadership. Peter Northouse discussed team leadership and the importance of psychological safety. He suggests, “A climate of safety emerges when team leaders admit their own faults, solicit input and ideas from others, and provide developmental debriefing sessions.” [6]<\/a> Annabel Beerel introduced transpersonal leadership and suggested that the ego can be transcended with greater self-awareness, thus freeing the leader from a limited point of view and openness to new possibilities.[7]<\/a> Simon Walker discussed consensual strategy. He highlighted the importance of attending to the “space between people” and encouraged leaders to build cultures of support, respect, discovery, and learning.[8]<\/a> It seems the skill sets proposed by Schein and Schein support a variety of leadership styles and may improve areas of weakness.<\/p>\n An important takeaway was differentiating between technical culture, characterized by strategy, design, and mission, and social culture, which is about communication patterns and relationships.[9]<\/a>\u00a0 Considering my NPO stakeholders, I wonder how the technical and social cultures intersect and what cultural shifts need attention. Our authors hinted at another level of relationship. Level 2.5 moves beyond seeing one another as whole persons into a culture of compassion and commitment to one another.[10]<\/a> An increase in connection through compassion and commitment is the sweet spot I hope to achieve among ministry leaders. Still, I sense the tension between the two “cultures” above and wonder how to bring more integration. Maybe a bonus impact is that collaboratively, we can clarify how we function as a family of churches.<\/p>\n I must also consider how Southeast Asian ministry leaders understand and embody humility. How do their perceptions and experiences differ from mine? I must be aware of my cultural biases and not impose or make assumptions. I explored the cultural nuances of shame, not humility, in my research. Once again, I’m curious about my cultural bias and the need for sensitivity and openness. The three skills presented in Humble Leadership<\/em> are vital to my understanding and, to the degree I’ve been practicing them, have served me well in our collaborative efforts. I’m encouraged that my project will open up new ways of listening and engaging with one another. Discussions on humble leadership may prove valuable and insightful down the road. In the meantime, I will keep practicing!<\/p>\n <\/p>\n [1]<\/a> Edgar H. Schein and Peter A. Schein, Humble Leadership: The Power of Relationships, Openness, and Trust, <\/em>2nd<\/sup> ed. <\/em>(Oakland, CA: Berrett-Koehler Publishers, 2023), ix.<\/p>\n [2]<\/a> Schein and Schein, Humble Leadership<\/em>, 8.<\/p>\n [3]<\/a> Ibid., 9.<\/p>\n [4]<\/a> Ibid., 12.<\/p>\n [5]<\/a> Ibid., 15.<\/p>\n [6]<\/a> Peter C. Northouse, Leadership: Theory & Practice Ninth Edition <\/em>(Los Angeles, CA: SAGE, 2022), 469.<\/p>\n [7]<\/a> Annabel Beerel, Rethinking Leadership: A Critique of Contemporary Theories <\/em>(London, UK: Routledge, 2021), 241.<\/p>\n [8]<\/a> Simon Walker, Leading with Nothing to Lose: Training in the Exercise of Power. <\/em>(Carlisle, UK: Piquant Editions Ltd, 2007), 109.<\/p>\n [9]<\/a> Schein and Schein, Humble Leadership<\/em>, 11.<\/p>\n\n