Leading with humility in tumultuous times: evidence from the United States

Abstract

PurposeWicked 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.Design/methodology/approachThis 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.FindingsFindings 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.Research limitations/implicationsPotential constraints emerged from a modest study of courses and workshops; further research is required to test the prevalence of themes across public leadership environments.Practical implicationsPublic leaders, teachers and coaches may apply these practices and assessment measures to cultivate humility in PA classes and organizations.Originality/valueThis study is among the first to explore leadership humility with attention to how PA context may influence practice.