In our rapidly evolving Kenyan business landscape, traditional top-down leadership models are gradually becoming obsolete. Universities, institutes, pundits, and trainers all espouse a more bottom-up and humble approach.
Yet it remains as hard for some leaders to change their ways as it is a zebra to change their stripes. Leaders who cling to tight control and focus solely on end goals now find it increasingly difficult to achieve success.
Professor Dan Cable's research suggests an often talked about transformative approach remains better. But more specifically, humble leadership proves strong results.
The humble style emphasises serving and empowering employees, fostering a workplace where individuals feel motivated, energised, and valued.
The essence of humble leadership lies in its servant-oriented mindset, but remains distinct from the popular term servant leadership. It utilises humility more exclusively.
Leaders who adopt the humble approach do not just manage but they actually serve all while maintaining their competency and transactional leadership skills and actions.
They support their team's growth, encourage personal and professional development, and actively seek employees' ideas and contributions.
Such leaders are not merely administrative overheads but they catalyse an environment that promotes continuous learning and peak performance.
In Kenya, where our community and collaboration remain deeply ingrained in our culture, the principles of humble leadership resonate strongly.
As an example, a Nairobi-based tech startup transformed its operations by shifting from a rigid hierarchical structure to one that embraced servant leadership. The CEO began involving team members in decision-making processes and prioritised their well-being and professional growth over strict adherence to targets.
The impact of the tech firm leadership shift proved profound. Employees felt a renewed sense of purpose and were more willing to bring innovative ideas to the table.
They were no longer just cogs in a corporate machine but instead active participants in shaping the company’s future. As such, it not only enhanced their engagement and satisfaction but also led to significant improvements in productivity and customer satisfaction.
Dan Cable’s research underscores the importance of humility in leadership. Humble leaders recognise that they do not have all the answers and understand the value of learning from those who may be lower in the organisational hierarchy.
Leaders need not fear admitting when they do not know or following the suggestions of their teams. By fostering a culture of respect and inclusivity, they enable everyone to contribute their best, unlocking potential across all levels of the organisation.
Further, a new synthesis by Thomas Kelemen, Samuel Matthews, Michael Matthews, and Sarah Henry supports and expands insights on humble leadership.
The review underlines the effectiveness of humble leadership in fostering a supportive and progressive workplace environment. The article not only corroborates the idea that humble leadership enhances employee engagement and well-being but also dives deeper into how it cultivates an organisational culture of learning and adaptability.
By emphasising humility's role in acknowledging and appreciating the strengths of others, it further illustrates how such leadership practices encourage openness, innovation, and collective growth.
These elements become crucial for bringing out the best in employees. The synthesis of research from various studies presents a broader, yet detailed perspective that leaders who focus on serving and empowering their teams achieve better organisational outcomes.
Practical steps towards humble leadership include asking employees how leaders can assist them in their roles, rather than dictating what needs to be done.
Another example includes a Kenyan manufacturing firm, managers started regular feedback sessions where workers could voice concerns and suggest improvements without fear of reprisal.
At first employees did not trust that their upward voice would be treated fairly and with the right attitude. But over time, the open communication led to actionable insights that significantly reduced downtime and enhanced operational efficiency.
Ultimately, a manager should not see humble leadership as about diminishing a leader’s power but rather redefining it to serve better the organisation and its people.
In reality it becomes a powerful strategy that can lead to more adaptive, innovative, and successful companies, particularly in dynamic markets like East Africa.
As businesses continue to navigate challenges and opportunities, the leaders who thrive will be those who can humble themselves to serve, learn, and grow alongside their teams.
Have a management or leadership issue, question, or challenge? Reach out to Dr. Scott through @ScottProfessor on Twitter or on email [email protected]
