Arrogance as a portrait. [Etching
Humility in leadership, defined as the ability to act with increased self-awareness, demonstrate emotional intelligence, and accept constructive criticism, has been shown to be a key leadership trait that can easily drive a positive outcome and long-term impact, as it has been linked to increased leadership competence (Yang et al., 2019). To put it another way, humble leaders outperform conceited ones. According to empirical findings, arrogance is inversely proportional to cognitive abilities and self-esteem (Bauer et al., 2008; Johnson et al., 2010). As a result, "engaging in socially demeaning and domineering behaviours may be defensive compensation for (potentially accurate) perceptions of personal inadequacies, as arrogant leaders tend to make unfavourable assessments of their ability" (Silverman, 2012, p. 24). Interestingly, Yang et al. (2019) provide evidence in their meta-analysis that "when the leader perceives that his/her followers possess capabilities of a high order, the leader would be more likely to express humility" (p. 8). Consider the practises of Jesus Christ, Buddha, and Mahatma Gandhi, all of whom embraced fairness and modesty and are still widely regarded as epitomes of humility.
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