From experiment to reality: the crucial role of humility in leadership

Abstract

Purpose

This study examines the critical importance of humility in leadership, reflecting on insights from Philip Zimbardo's Stanford Prison Experiment and assessing how power dynamics manifest in different societal environments. This study aims to understand how humility and ethical leadership can deter the misuse of power and encourage the development of a more inclusive and compassionate society.

Design/methodology/approach

This study uses a qualitative approach, drawing insights from psychological studies, and organisational research. It integrates theoretical concepts such as the “Lucifer Effect” with insights from prior research to illustrate the impact of humble and ethical leadership in diverse settings.

Findings

This review indicates that power abuse is frequent in many societal frameworks, causing detrimental impacts such as decreased job satisfaction, heightened stress and greater turnover rates. This study highlights the importance of humility and ethical leadership in mitigating these effects.

Practical implications

Organisations can benefit from incorporating humility and ethical standards into their leadership training programs. By enhancing self-awareness and emotional intelligence among leaders, workplaces can become more nurturing and efficient.

Social implications

Promoting humility and ethical leadership can lead to more equitable and compassionate societies. By valuing each individual's intrinsic worth and fostering inclusive environments, leaders can contribute to broader social well-being.

Originality/value

This study uniquely connects the psychological findings from the Stanford Prison Experiment with contemporary leadership practices, emphasising the practical implications of humility in leadership. It offers a comprehensive view of how ethical leadership can be cultivated and its benefits realised.

Citation

Priyadarshini, S. (2024), "From experiment to reality: the crucial role of humility in leadership", Strategic HR Review, Vol. ahead-of-print No. ahead-of-print. https://doi.org/10.1108/SHR-07-2024-0051