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Despite the strong focus on virtues in firms, humility is little recognized in the management literature and, more particularly in the literature about knowledge sharing…
Despite the strong focus on virtues in firms, humility is little recognized in the management literature and, more particularly in the literature about knowledge sharing (KS). Despite efforts to foster KS among employees in firms, the effectiveness of this process narrows down to the dyadic relationship between the knowledge seeker and provider within firm. This paper aims to investigate the role of humility in the KS process in dyadic activity.
The authors undertake an exploratory investigation to fill some of the gaps found in the literature. The paper draws insights from psychology, history, religion, current events and management literature.
The authors identify several individual propensities that help predict humility towards sharing knowledge from seeker (humble knowledge-inquiry) and provider perspectives (humble response). They propose a new conceptual process model of KS with humility as an important variable to consider. This work highlights several promising directions for future research.
As per the authors’ knowledge, this is the first paper that investigates the role of humility in knowledge sharing from dyadic perspective. The authors also introduce concepts of humble knowledge inquiry and humble response in a dyadic context for effective knowledge sharing process.
This chapter describes the change efforts and action research projects at a Dutch multinational which, over a period of 25 years, produced in one of its businesses a…
This chapter describes the change efforts and action research projects at a Dutch multinational which, over a period of 25 years, produced in one of its businesses a zigzag path toward collaborative leadership dynamics at the horizontal and vertical interfaces. The chapter also identifies the learning mechanisms that helped achieve this transformation. Changing the patterns at the vertical interfaces proved to be a most tricky, complex, and confusing operation. The data show that organizations need hierarchical interfaces between levels, but are hindered by the hierarchical leadership dynamics at these interfaces. The data furthermore show that competitive performance requires more than redesigning horizontal interfaces. A business can only respond with speed and flexibility to threats and opportunities in the external environment when the leadership dynamics at agility-critical vertical interfaces are also changed.
The aim of this chapter is to encourage a reorientation of creativity research in Public Relations (PR). By identifying key themes which characterise the study of…
The aim of this chapter is to encourage a reorientation of creativity research in Public Relations (PR). By identifying key themes which characterise the study of creativity in PR, the chapter highlights limitations in current scholarship, including an overemphasis on what is framed as the creative individual. To offset these research gaps, the chapter introduces a collaborative perspective on creativity which is new to the field and positioned as a viable focus for future investigation. It is argued that this social conceptualisation of creativity has important implications for PR’s strategic role in organisations, its wider impact on society, while also highlighting the importance of leadership to the creative process. This perspective brings a range of factors into play for those with an interest in creativity, and to synthesise key themes, a new conceptual framework is presented to guide future research.
The presence and practice of individual and organizational humility has the power to enable organizational growth and change. Humility drives behaviors associated with…
The presence and practice of individual and organizational humility has the power to enable organizational growth and change. Humility drives behaviors associated with learning and the ability to embrace the value of existing mental models while valuing the insights offered by new perspectives and approaches. This paradox-savvy practice, observed in humble individuals and organizations, allows them to appropriately value what is working about the existing system while simultaneously embracing the need for change. Our research finds humble behaviors emerging within psychologically safe environments that foster an attitude of inquiry, kinship, extraordinary collaboration, and professional excellence. Humble behaviors, at every organizational level, appear to enhance both individual and group capabilities that drive long term strategic advantage. Five capabilities were identified in our research: diverse networks, shared values, flexibility and adaptability, judgment and decision-making, and organizational learning. We bring these concepts to life by synthesizing established and emerging research, as well as diving deeply into an empirical case study that leverages humble practices in order to effectively drive organizational change. We argue that humility can impact organizing at all levels (individuals, leaders, followers, teams, executives, and organizations) and in so doing create the conditions in which sustainable organizational change can flourish.
Wicked problems, cross-sectoral and transregional collaborations, emerging technologies and calls for innovation generate exciting but unpredictable transformations in…
Wicked problems, cross-sectoral and transregional collaborations, emerging technologies and calls for innovation generate exciting but unpredictable transformations in governance. Emerging research suggests humility, rather than certitude, represents a promising ethos for public leaders working to solve problems in tumultuous times. This study examines the nature, value and practice of humility in public administration (PA) leadership.
This study reviews cross-disciplinary research on the nature and value of humility and emerging findings and debates on humility assessment measures. It analyzes discourse among graduate students in US PA classes and uses ethnographic analysis from workshops with local government leaders to identify institutional dynamics that may influence leaders' willingness to act with humility.
Findings suggest that although PA students and leaders may value humility, they encounter institutional constraints related to public sector legitimacy and narratives about expertise and risk. The author proposes a framework to guide future research and practice in humility and public leadership.
Potential constraints emerged from a modest study of courses and workshops; further research is required to test the prevalence of themes across public leadership environments.
Public leaders, teachers and coaches may apply these practices and assessment measures to cultivate humility in PA classes and organizations.
This study is among the first to explore leadership humility with attention to how PA context may influence practice.
Though humble leaders can draw from their own resources to nurture employees' sense of well-being, this impact appears neglected in the leader humility literature. The aim…
Though humble leaders can draw from their own resources to nurture employees' sense of well-being, this impact appears neglected in the leader humility literature. The aim of this study is to unfold how and when leader humility contributes to the well-being of employees in the public sector.
Participants in our research came from wards (grassroot level governments) in Vietnam.
The results lent credence to role of job crafting in mediating the relationships between leader humility and the physical, psychological and social well-being among public employees. The positive nexus between leader humility and job crafting was found to be stronger when employees demonstrated low levels of public service motivation.
This study advances the understanding of public sector employees' well-being via the predictive role of leader humility and the mediation mechanism of job crafting.