Professional Documents
Culture Documents
Humility
Overall, humble individuals accept that something is greater than the self. Humility
is manifested in self-awareness, openness to feedback, appreciation of others, low selffocus, and pursuit of self-transcendence. Humble people willingly seek accurate selfknowledge and accept their imperfections while remaining fully aware of their talents
and abilities. They appreciate others positive worth, strengths, and contributions and
thus have no need for entitlement or dominance over others.
International Association for Chinese Management Research
Research Highlights
As executives, humble leaders are less selffocused and more engaged in pursuits that transcend
their self-interests. Being aware of something
greater than the self, they understand that they fall
short of an ideal standard they are striving to reach.
Their life pursuits are less about themselves than
about the larger community, the greater whole,
moral principles, or ultimate universal truth. Selftranscendence protects them from excessive ego and
pursuits of materialism or excessive luxury.
Research Highlights
Remaining Questions
Some important questions remain to be
answered. In China, Taoism philosophy encourages
leaders to rule without explicit actions. This means
that leaders would use indirect action to persuade
followers to act, allowing followers to believe that
they are responsible for successes. Would Chinese
leaders who practice Taoism be more humble than
others? Whereas we focus only on TMT integration
This version is based on the full article, A Humble Chief Executive Officers Connections
to Top Management Team Integration and Middle Managers Responses Administrative
Science Quarterly 59 (1), 2014, 34-72. Amy Y. Ou (bizyo@nus.edu.sg) is an assistant professor
of organizational behavior at NUS Business School, National University of Singapore. Anne S.
Tsui (anne.tsui@asu.edu) is the Motorola Professor of International Management at the W. P.
Carey School of Business, Arizona State University. Angelo J. Kinicki (angelo.kinicki@asu.
edu) is the Weatherup/Overby Chair in Leadership and Professor of Management at the W. P.
Carey School of Business, Arizona State University. David A. Waldman (waldman@asu.edu) is a
professor of management at the W. P. Carey School of Business, Arizona State University. Zhixing
Xiao (xzhixing@gwu.edu) is Distinguished Visiting Professor of Chinese Business at George
Washington University. Lynda Jiwen Song (songjiwen@rbs.org.cn) is an associate professor of
organizational behavior at the School of Business, Renmin University of China.