Group5 Sec a ProjectReport (4)

8/9/2019 Group5 Sec a ProjectReport (4)

1/16

On Becoming a Humble leader its Relevanceand Trainability

Submitted By

Group 5

Anurag Srivastava-H14 1!

"o#it Talre$a-H14 !1

Ratna %rab#a-H14 !&

Sa'et Saurab#-H14 41Sris#ti "at#ur-H14 51

Acknowledgement

8/9/2019 Group5 Sec a ProjectReport (4)

2/16

We would like to express our sincere thanks to Prof I S F Irudayaraj and Father Nelson DSilvafor giving us an insight into different aspect of rgani!ational "ehavior which laid thefoundation of our presentation#

Introduction

8/9/2019 Group5 Sec a ProjectReport (4)

3/16

$u%ility is one of the %ost underrated virtues in the present day context# In a world where cutthroat co%petition& constant strife& lust for power and the desire to succeed at any cost has

'eco%e very co%%on& hu%ility is perceived as an i%pedi%ent# ( hu%'le person is thought to 'eweak and it is 'elieved that he would 'e incapa'le of taking 'old decisions when the need arises#)hus& until recently& hu%ility did not get its due as a leadership trait# ne of the pri%ary reasonsfor this is that the virtue of hu%ility is %isunderstood and %isrepresented#

What is $u%ility*

"efore delving into why hu%ility is i%portant and ought to 'e practiced& it is essential tounderstand what hu%ility is# )he lexicographic %eaning of hu%ility is akin to %odesty#$owever& this does not i%ply that %eekness or ti%idity is associated with hu%ility# n thecontrary& a hu%'le leader is secure enough to identify and capitali!e on his strengths& graciousenough to accept his weaknesses and rectify his %istakes#

)he concept of hu%ility can 'e looked at fro% two levels+

,# Intrapersonal -evel+ )he focus here is on viewing oneself accurately# It is anunderstanding and acceptance of ones strengths and weaknesses#

.# Interpersonal -evel+ )his entails an approach that focuses on others rather than ononeself#

$u%ility can 'e understood 'e taking the following characteristics into consideration+

1. The True Test of Humility is when it is under Strain + Self/regulation and self/controlare essential ingredients in hu%ility# It only when danger approaches that courage can 'e

judged# n si%ilar lines& we need to keep the context in %ind while judging hu%ility# Itcan 'e judged 'etter and easily in context that give rise to vanity& egotis%& strife etc#)hese are capa'le of straining hu%ility and thus are the 'est to test#

2. Easier to Obser e with !recision in others than in oneself" )his is 'ased on the studyof the judge%ent of personalities# ( report 'y others is a %ore accurate %anner of evaluating strengths that involve inter/personal 'ehaviour# (ttitudes& 'eliefs and other internal 'ehaviours however are 'etter judged 'y self/ report# 0xperi%ents to evaluatehu%ility were carried out via 1ound/ro'in designs# In this& a series group tasks were to 'edone 'y the group %e%'ers who were then asked to rate 'oth their own and the other group %e%'ers hu%ility# (n analysis of the results revealed that individuals tend to ratehu%ility in others %ore accurately than in the%selves#

#. Social $onds Hy%othesis" Strengthening of social 'onds is a natural result of hu%ility#2o%%it%ent acts as a 'inder and people are ready to sacrifice their individual interests in

8/9/2019 Group5 Sec a ProjectReport (4)

4/16

favour of the group# If the %e%'ers are perceived to 'e hu%'le& cooperation andco%%it%ent to the co%%on cause is significantly greater than in the case where%e%'ers are perceived to 'e arrogant and proud# ( hu%'le individual is readily acceptedand can for% strong alliances as opposed to so%eone who is egoistical#

&. Social Oil Hy%othesis" )he world today is highly co%petitive and so%eti%es intenseco%petition can prove detri%ental to ones relationship with co/workers# In light of thea'ove %entioned fact& hu%ility can act as that agent which can %itigate and so%eti%esnullify the strain that co%petition wrought on relationships# It acts as the oil that cur'swear and tear of the engine# $u%ility %ay 'e leveraged as that factor which allowsco%petition to stay 'ut not at the cost of relationships#

5. Health Hy%othesis" 0gotis%& vanity and pride %ore often than not give rise to conflictsand strife which are not congenial and pleasant# In the long ter%& these lead to stress and%ay have an adverse i%pact on health# -ow hu%ility also i%plies poor social 'onds andthis in turn %ean lower support in ter%s of coping with the stress associated with therelationship conflict# )he sa%e has 'een corro'orated 'y the findings of the researchconducted 'y Neal 3rause of the 4niversity of 5ichigan# (s per his research which was

pu'lished in the fall .6,. issueof the 7ournal of Psychology and )heology& older adultswho were %ore hu%'le were healthier than those who were not#

8/9/2019 Group5 Sec a ProjectReport (4)

5/16

Humility" 'yths and (acts")!ast $eliefs and !resent *eality

)he 'asic definition of hu%ility gives the idea and i%pression that hu%ility is synony%ous with%odesty and lack of pretense# It is a'out thinking of others 'efore thinking of oneself# )his canoften 'e 8uoted as the conventional view of hu%ility# )he understanding of conventional viewleads us to the para%eters for judging hu%ility# 2onventional view& however& does not portrayhu%ility in a very positive light# $u%ility is often looked up to as a weakness and a sign of 'eingunassertive# "ut hu%ility is not negative# It is a rather strong driving force 'ehind the success of any individual# It infuses in a person the patience to handle people and the %otivation to inspirethe%# )he negative connotations attached with hu%ility have led to a parallel thought processdeveloping to understand hu%ility in the correct positive light#

)his new understanding of hu%ility is called Neo/$u%ility# It e%phasi!es the fact that hu%ilityis not hu%iliation# Neo/hu%ility is characteri!ed 'y several traits which are as follows+

a+ O%en 'indedness" )his trait is innate in a truly hu%'le person# )his allows hi% toopenly accept good ideas and 'e receptive a'out new ideas# )his way a hu%'le person isnot adverse to positive change# $e encourages free thinking& free exchanges of ideas andacceptance# (ll these factors are para%ount to 'etter%ent of an individual and in turn theorgani!ation of which such individuals are a part#

b+ Self ,Awareness" )his trait is a reflection of an individual 'eing aware of not only his

strengths 'ut also his weaknesses# ( hu%'le self/aware person is not hideous a'out hisshort co%ings# $e rather accepts his weaknesses and welco%es feed'ack to wean awaythose weaknesses#

c+ Self ,*eflection" ( hu%'le person is also insightful# $e can reflect upon his actions andinitiatives and can 'e flexi'le for %odifications in his %anneris% in case there 'e such aneed#

d+ Showing -ourtesy" )his trait is the %ost i%portant co%ponent of hu%ility# $u%ilityaccentuates politeness and civility# "y showing courtesy a hu%'le person 'uilds anenviron%ent of faith and goodwill without even actually 'eing aware of the i%pact of his

act# )he long ter% i%pact of this is a har%onious and well/co/ordinated environ%ent 'e itat work place or elsewhere#

e+ Attitude of ratitude" )hankfulness& appreciation and gratefulness are the 8ualities thata truly hu%'le person is an e%'odi%ent of# $e is generous in expressing his gratitude tothe acts of kindness shown to hi%# $e does not stop at just 'eing grateful to others for their kindness 'ut also e%ulates their kindness whenever there 'e a chance to do so# )hisis also done involuntarily since the %o%ent you realise that you are showering

8/9/2019 Group5 Sec a ProjectReport (4)

6/16

gratefulness is the %o%ent that you stop 'eing grateful# $ence true gratefulness is a'out 'eing grateful with hu%ility#

f+ Sense of Transcendence" )his reflects graceful perfection# )ranscendence i%plies afeeling of going 'eyond worldliness and thinking 'eyond the self# When a person attains

transcendence he is in a position to think of the welfare of all# $e has surpassed thefeeling of self and is thus in a position to work for the 'etter%ent of his organi!ationwithout any selfish %otives# $e can infuse the spirit of selflessness in others as well#Such spirit can ena'le an organi!ation great heights since its e%ployees will work for its

'etter%ent out of desire and not need#

)hus we can say that neo/hu%ility enhances 'oth individual and organi!ational effectiveness

8/9/2019 Group5 Sec a ProjectReport (4)

7/16

Humility"A /eadershi%Trait

$u%ility is not just a virtue# It is an essential ingredient of high perfor%ance and effective

leadership# In his 'ook 9:ood to :reat;& 7i% 2ollins has identified hu%ility in leadership is thedifferentiating factor in the organi!ations rise to the top co%pared to other counterparts#

Strength under -ontrol"

-eaders with hu%ility a'dicate their arrogance# )hey 'elieve in the falli'le nature of hu%an 'eings that each one has a co%'ination of strengths and weaknesses of own# -eaders withhu%ility don

8/9/2019 Group5 Sec a ProjectReport (4)

8/16

!ersonal Humility and !rofessional 0ill

( )rue leader is one who inculcates in hi%self the 8ualities of 'oth personal hu%ility and professional will#

!ersonal Humility"

)he act of 'eing %odest on ones success is the trade%ark 8uality of leaders with personalhu%ility# Such a leader is also always cal% and co%posed in all his 'usiness and interpersonal

dealings# Pu'lic adulation is never a factor for getting the% work %otivated# ( hu%'le leader isnever ostentatious# Personal hu%ility %ay not %ake the% as charis%atic individuals& 'ut surelydrives the% to effectively follow co%%on esta'lished nor%s# )his 8uality also helps the% tochannel their efforts and a%'ition fro% self towards the organi!ation and allows the% to doidentify the talent in their su'ordinates for succession planning# Personal hu%ility %akes hu%'leleaders to accept the failures on their part& rather than 'la%ing it on the external factors and other

people in their organi!ation#

!rofessional 0ill"

)his 8uality helps hu%'le leaders in taking the organi!ation fro% :ood to :reat# )he leaderswith intense professional will create super' results for their organi!ation# It allows the% to settheir goals high and also relentlessly striving towards achieving those goals# -eaders with highProfessional will take the standards of work perfor%ance to !enith and continuously forces thee%ployees towards achieving it for organi!ation success# )hey consider tea%work& hard work&intelligence& diligence& a%'ition& goal setting& planning& organi!ing& etc attri'utes towards thesuccess of the organi!ation# )hey 'asically look out of the window in case of success#Professional will in leaders help the% work towards creating a sustaina'le and enduringorgani!ation# Professional will in the hu%'le leaders is the reason 'ehind achieving success of their organi!ations# ne cannot take a co%pany to new heights with just hu%ility= he needs to

have so%e professional will too#

8/9/2019 Group5 Sec a ProjectReport (4)

9/16

im -ollins /e el /eadershi%

When we think of a successful organi!ation& the first thing that co%es to our %ind that its leader would 'e ferocious& dyna%ic& fearless etc# 7i% 2ollin challenged this general perception when heca%e up with its counterintuitive -evel > leadership# $e stated that it is -evel > leader that%akes an organi!ation successful# -evel > leaders are a 'lend of personal hu%ility and

professional hu%ility# Successful leaders have to 'e ferocious& risk takers 'ut they %ust possess alevel of hu%ility#

)here was a thorough survey done which analy!ed the differences 'etween co%panies that havegrown over the years and co%panies that have not 'een so successful# ne of the stark differences that ca%e up was that the successful organi!ation possessed a -evel > leader# -et usnow understand the > levels of leadership#

/e el 1 3Highly -a%able Indi idual+ / )his is the leader that has i%%ense knowledge& skillsand %akes effective contri'ution through those#

/e el 2 3-ontributing Team 'ember+ / )his is leader who is a tea% player& who contri'uteshis wisdo% to the group and excel collectively#

/e el # 3-om%etent 'anager+ / $e is the one who is co%petent in effectively organi!ingresources& allocating proper resource to the task#

8/9/2019 Group5 Sec a ProjectReport (4)

10/16

/e el & 3Effecti e /eader+ / )his is the leader who has a clear vision and goal& sets highstandard for work and %akes sure that the entire organi!ation %arches in the right direction

/e el 3Highly -a%able Indi idual+ / )his is the leader that has the characteristics of all the 'elow level 'ut he 'lends it with personal hu%ility#

ne of the exa%ples of -evel > leaders is Darwin 0 s%ith# When he has na%ed the 20 of 3i%'erly/2lark& the co%pany stock had fallen ?@A and was running 'ehind the %arket 'y .6Bears# $is 8ualifications for 20 were also 8uestioned 'ut he re%ained 20 for twenty years#During these .6 years S%ith& the co%pany grew %anifold# 4nder his leadership the co%pany

'eca%e the leading consu%er paper product in the co%pany 'eating its stock rivals P and :&2oca/2ola# )his transfor%ation is one of classic exa%ples of a leader steering the co%pany fro%nothing to great# "ut the 8uestion now is why he was so successful# )he answer is that he wasa'le to 'lend his personal hu%ility with his will to %ake the organi!ation grow 'y leap and

'ound#

)his 'rings us to the next 8uestion whether it is possi'le to 'eco%e a -evel > leader 'y learning#)he answer is yes& there are so%e ways 'y which a leader can reach to -evel ># ne doesnt haveto pass through each level to reach to level > 'ut he has to possess the capa'ilities of each level#"elow are the %ethods to attain -evel > status+/

Ask for Hel% C So%eti%es asking for help can 'e %isinterpreted as a gesture of 'eing weak 'utone %ay not 'e e8ually co%petent in everything# (sking for help is advantageous as it helps togather insight fro% so%e expert to solve the pro'le% and ulti%ately organi!ation 'enefits#

Take *es%onsibility C ( leader should not run away fro% responsi'ility# $e should lead 'yexa%ple 'oth in ti%es of glory and in trying ti%es# $e should take charge of the %istakeco%%itted 'y his tea%#

4e elo% 4isci%le , ( leader should 'e disciplined and he should not get swayed& no %atter howdifficult the situation is#

/ead with !assion) ( leader should 'e passionate a'out the work which he has undertaken andshould not 'e hesitant to display it# )ea% follows the path which leader takes and if the leader isunsure of the task then his tea% will also fall apart#

8/9/2019 Group5 Sec a ProjectReport (4)

11/16

-ulti ating Humility In /eadershi%

How can an organi5ation culti ate Humility in their de elo%ing leaders6

They should be taught to"

,# 7now your strengths and weaknesses

(s a leader& one %ust resist the i%pulse to %aster everything# Successful leaders are thosewho are aware of their strengths and weaknesses# )hey %ust reali!e that they %ay 'e %astersin their own field 'ut they certainly cant %aster all the trades# )hey have to learn when andwho% to delegate the work 'ased on relevant 8ualification and expertise#

.# Hel% others

(s a leader& one %ust 'e ready to walk that extra %ile to help and guide their su'ordinates#People working under you will often know whether you are dedicated enough to help the%

succeed or you are the one takes away all the credit in success while not taking any 'la%e for failures# ( hu%'le leader is one who always acknowledges the successes of others#

?# $e %assionately curious

(s a leader& one %ust always 'e curious to seek out new knowledge# (s a leader one has toreali!e that even if they possess in/depth knowledge in one particular trade& others %ay 'ringa'out a different perspective on the su'ject which will help hi% her update their knowledge

'ase# ( leader who ignores this perspective is a 'ad leader# "y consistently seeking new

knowledge not only will you learn a lot& 'ut also your su'ordinates will keep you in highregard# Fa%ous scientist (l'ert 0instein once said 9I have no special talent& I a% only

passionately curious;#

E# -hallenge your abilities

8/9/2019 Group5 Sec a ProjectReport (4)

12/16

(s a leader one %ust always challenge his her a'ilities# )he 'est way to achieve this is totake up those tasks which he she has not done 'efore# -earning new skills to carry out thework successfully will 'ring out hu%ility in the person#

># *esist the tem%tation of blowing your own trum%et

In ti%es of success& one %ust always resist the te%ptation of 'lowing his her own tru%pet#It is good to 'e happy during the ti%e of success 'ut it is also e8ually i%portant toacknowledge the fact that success co%es after a lot of sacrifice of not only the leader 'ut alsothe entire tea%# )o achieve any success one has to face a lot of failures and rejections#

@# 8e er underestimate others es%ecially your com%etitors

(s a leader& one %ust always resist the te%ptation of feeling superior and underesti%ating thetalent and skills of others especially your co%petitors# "y understanding and acknowledgingthe fact that others %ay 'e e8ually talented and hard working as you are& you will never dropyour guard down# (cknowledging this aspect always pushes you to innovate constantly tokeep you ahead of the co%petition#

# /isten to others

( great idea can co%e fro% any source# It is not that great ideas will co%e only fro% you or fro% people at very senior level in the organi!ation# (s a leader one %ust create theenviron%ent of out of 'ox thinking in the organi!ation and always 'e open to listening to anyidea# 5ost i%aginative and valua'le ideas generally co%e fro% people least expected to giveany idea#

How can a leader de elo% Humility in himself6

1. -onsistently seek feedback

(s a practicing leader& one %ust always 'e willing to su'ject hi%self to ?@6 degree reviewand feed'ack# Direct feed'ack fro% your su'ordinates& colleagues and supervisors %anagerswill give you a correct picture of where you stand in the eyes of people you work with andhelp you to i%prove your 'ehavior# )he criticis% received should turn into a plan for growthand develop%ent#

2. et a coach

8/9/2019 Group5 Sec a ProjectReport (4)

13/16

(s a leader& one %ust not hesitate to acknowledge the fact that all of us have 'lind spots# (leader %ust always 'e willing to take the help of a coach to iron out those spots#

Im%act Of Humble /eadershi%

$u%ility is seen as an i%portant deter%inant for successful leadership especially in the servantleadership style# )he servant leadership style involve putting the needs of others first and helping

people to grow# ( servant leader focuses on the growth and well/'eing of the organi!ation andthe co%%unity at large# $is approach is not a %yopic Gleader first unlike the conventional stylesof leadership# While hu%ility %ay not 'e as i%portant in the lower ranks& it 'eco%es i%perativeat the top of the hierarchical ladder# )he higher you go on the hierarchal ladder& the %ore relevanthu%ility 'eco%es# Influential 'ut hu%'le leaders create an environ%ent which fosters learning&innovation and honesty# )he i%pacts of hu%'le leadership are far reaching and include+

0ork En ironment

$u%ility in the top leadership of a co%pany has a cascading effect# $u%ility at the top level%anage%ent trickles down to the lower levels and it influences the perception of the e%ployeestowards the organi!ation# ( 'etter work environ%ent as a result of co%%it%ent& high

perfor%ance and work engage%ent is seen#

1. ood Team relationshi%s" In accordance with the Social il hypothesis& hu%ility helpsstrengthen social 'onds# In an environ%ent where tea% work is essential andcolla'oration a%ong e%ployees is an essential factor to ensure success& hu%ility isindispensa'le to 'uilding good tea% relationships which eventually lead to organi!ationalsuccess#

2. ob Success" $u%'le leaders are %ore encouraging# )hey allow e%ployees autono%yand open up opportunities for growth and develop%ent of the e%ployee# )he e%ployees

8/9/2019 Group5 Sec a ProjectReport (4)

14/16

reciprocate 'y showing a high degree of co%%it%ent and loyalty# )hey go 'eyond thecall of duty to ensure success#

#. (eeling of Inclusion" $u%'le leaders see% to 'e %ore understanding and e%pathetic#Findings fro% a 2atalyst study show that hu%ility is a critical leadership factor which

helps create an environ%ent that %akes e%ployees fro% different de%ographic 'ackgrounds feel included# 5ore than ,>66 workers fro% (ustralia& 2hina& :er%any&India& 5exico& and the 4#S were surveyed# It was found that when e%ployees o'servedselfless 'ehaviour in %anagers& they reported feeling %ore included in the tea%# )hisselfless 'ehaviour on the part of the %anagers was characteri!ed 'y hu%ility# )hee%ployees who felt included were seen to 'e %ore innovative and showed a higher degree of tea% spirit#

&. E eryday *elationshi%s" $u%ility deter%ines the connections and affiliations to a greatextent# )he cordiality e%anated 'y a hu%'le person invites pleasantness fro% others aswell# )his helps in 'uilding convivial and dura'le relationships# ( hu%'le person ise%pathetic to others# )his e%pathy helps hi% in garnering god will of others# )his goodwill has a positive i%pact on 'oth personal and professional relationships# The ma9orcontribution of humility towards e eryday relationshi%s are as follows"

'ore %o%ular" )he i%pact and appeal of a hu%'le person is far/reaching#$u%ility transpires 'oth ad%iration and respect# People look up to a hu%'le

person as so%eone they can seek help and advice fro%# )his in turn 'uilds thei%age of a hu%'le person as a popular leader with i%%ense good will#

(ewer disagreements" $u%ility ste%s 'oth dura'ility and faith in a relationship

since it dissipates changes of disagree%ents# ( hu%'le person has control over hise%otions# (lso& he with his %anneris%s can ta%e the ill/te%pera%ent of others#)his helps is pacifying tensed situations# In work environ%ent peace andcordiality enhances productivity# $ence a hu%'le person can 'e instru%ental inincreasing the efficiency at work place 'y inducing cordial work environ%entthrough his %anneris%s#

. 0ithin :ourself" $u%ility is synony%ous with self/assurance# ( hu%'le leader is securea'out his 'eing# $ence& on the one hand he is not shy of acknowledging his weaknessesand welco%ing advice and feed'ack to i%prove hi%self# (nd& on the other hand& he has a

persona that ena'les hi% to give genuine feed'ack to others without upsetting or over'earing the%# $u%ility 'rings a'out the following in an individual on the personalfront+

-onfidence" )he poise and 'elief of a person 'eing ste%s to a large extent fro%his hu%ility# $e is self/assured a'out hi%self and hence has faith in his a'ilities

'ut does not 'eco%e co%placent a'out the%# $u%ility dispels co%placency and

8/9/2019 Group5 Sec a ProjectReport (4)

15/16

helps a person in reali!ing his true potential as it always helps a person inreali!ing his true 'eing with %odesty#

-ontentment" :ratifications the hall%ark of hu%ility# Satisfaction co%es fro%self/assurance that hu%ility infuses in a person# $e is generous in his %anneris%s

and genuine in his 'eliefs# )hus he is always at peace with hi%self and has veryless inner conflicts# )his gives hi% a sense of true fulfill%ent#

Ha%%y $eing :ourself" $u%ility dispels co%placency# It helps a person inreali!ing his true potential# It always helps a person reali!e his true 'eing with%odesty# $e is content and confident of hi%self# )his helps hi% in having adistinct individuality of his own which he cherishes at all ti%es# $is success%akes hi% %ore confident 'ut that confidence is not condescending# $is true

'eing is always polite# )his helps hi% in valuing his 'eing and existence#

*eferences

,H Har ard $usiness *e iew" /e el /eadershi%; The trium%h of Humility and (ierce*esol e by im -ollins.

http+ www#couragerenewal#org wpccr wp/content uploads level>leadership/2ollins/$"1#pdf

.H /e el /eadershi%; The trium%h of Humility and (ierce *esol e #

http+ h'r#org .66> 6 level/>/leadership/the/triu%ph/of/hu%ility/and/fierce/resolve ar ,

?H/e el /eadershi% Achie ing < reatness< as a /eader #

http+ www#%indtools#co% pages article level/>/leadership#ht%

EHohn 4ame And effrey edmin. Si= !rinci%les of 4e elo%ing Humility As a /eader.

http+ 'logs#h'r#org .6,? 6 six/principles/for/developing

>HSimon T $ailey. # ways to -ulti ate Humility (or $etter /eadershi%. *etrie ed # rd A%ril2>1& from

http+ www#'i!journals#co% 'i!journals how/to growth/strategies .6,E 6E ?/ways/to/cultivate/hu%ility/for/'etter#ht%l*pageJall

?+ Highsmith; im 3 uly 2#; 2>1&+ Hubris ersus Humility and the Search for Ada%ti e/eadershi%

http://jimhighsmith.com/

8/9/2019 Group5 Sec a ProjectReport (4)

16/16

&( )aplan* Bryan +,uly 14* .( Humility Reconsidered

http://econlog.econlib.org/archives/200 /0!/humilit"#recons.html

.( /avis /on* 0merson Hoo' 2* ,os#ua +( "easuring Humility and 3ts%ositive 0 ects Association 6or %syc#ological Sciences

http://www.ps"chologicalscience.org/inde$.php/publications/observer/20%&/october'%&/measuring'humilit"'and'its'positive'e(ects.html

)* ,ac7ueline G#osen2 Humility 8ey to 0 ective 9eaders#ip

http+ www#'uffalo#edu news releases .6,, ,. ,?6@>#ht%l

,6H /e el /eadershi%

http+ www#%anage%entstudyguide#co% level/>/leadership#ht%

,,H The /eadershi% -haracter 'odel

http+ www#leadershipcharacter#co% %odel#php

,.H Humility is a key to high %erformance and effecti e leadershi%3 Septe%'er , & .6,. +

http+ www#foster#washington#edu centers facultyresearch Pages hu%ility/advantage#aspx