The article delves mainly on leadership and humility. According to the author, humble leaders are often deemed as weak. In the contemporary American society, most people ascribe to leaders with celebrity status, and huge salaries. Although such leaders have the ability to transform an organization, recent cases have seen most of them failing to deliver as expected. In recent times, business ethics and ethical leadership have become points of interest, especially because of the increased business scandals (Lawrence, 2006). Although integrity and honesty are heavily associated with ethical leadership, humility is not mentioned as a valuable leadership quality. According to scholars, core leadership qualities include vision, ability, enthusiasm, empathy, ability, persistence, independence, and self-confidence. In contrast, some of the dark sides associated to leadership include being excitable, skeptical, leisurely, mischievous, colorful, bold, spineless and control freak (Lawrence, 2006). There exists a thin line between servant leadership and humility, with the former being the art of serving people to realize their highest potential. According to the article, transformational leader is capable of blending personal humility with professionalism. Humility entails admitting that one lacks all the answers needed to develop a vision and is in need of others (Ling et al 2008). In other words, it is not admitting defeat, but resolving to take action towards solving a problem.
In view of the content in the article, it relates to transformational leadership in various aspects. One of the major qualities of leadership is vision. In its context, transformational leadership thrives best in inspirational motivation, which refers to the ability of a leader to articulate a vision, which is both inspiring and appealing to followers (Lawrence, 2006). The leader challenges the followers to maintain high standards, besides demonstrating strong sense of purpose. Motivational leadership entails encouraging others, and providing recognition and support. This coincides with the aspect of servant leadership highlighted in the article (Ling et al 2008).
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References
Lawrence, P. (2006). "Neohumility and Business Leadership: Do They Belong Together?" Journal of Business & Leadership: Research, Practice, and Teaching (2005-2012): Vol. 2: No. 1, Article 14.
Ling, Y; Simseck, Z; Lubatkin, M.H.; Veiga, J.F. (2008). "The impact of transformational CEOs on the performance of small- to medium-sized firms: Does organizational context matter?” Journal of Applied Psychology. 93 (4): 923–934.
