Humility as a psychotherapeutic formulation

Means, John R.; Wilson, Gregory L.; Sturm, Cynthia A.; Biron, Joseph E.; Bach, Paul J.

doi:10.1080/09515079008254249

Cited by 48 publications

(37 citation statements)

References 1 publication

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“…Humility involves a sense of self-acceptance that includes an understanding of strengths and accomplishments as well as weaknesses and limitations (Clark, 1992); hence, it is best described as openness to learning. It is an ''increase in the valuation of others, not a decrease in the valuation of oneself'' (Means et al, 1990). Humility in leadership also has ties with economic success in organizations (Collins, 2001).…”

Section: Tonic Virtuousnessmentioning

confidence: 99%

The Amplifying and Buffering Effects of Virtuousness in Downsized Organizations

Bright¹,

2006

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Virtuousness refers to the pursuit of the highest aspirations in the human condition. It is characterized by human impact, moral goodness, and unconditional societal betterment. Several writers have recently argued that corporations, in addition to being concerned with ethics, should also emphasize an ethos of virtuousness in corporate action. Virtuousness emphasizes actions that go beyond the ''do no harm'' assumption embedded in most ethical codes of conduct. Instead, it emphasizes the highest and best of the human condition. This research empirically examines the buffering and amplifying effects of virtuousness in organizations. The study hypothesizes that virtuousness has a positive effect on organizations because amplifying dynamics make subsequent virtuous action more likely, and buffering dynamics reduce the harmful effects of downsizing. The study reveals that two types of virtuousness -tonic and phasic -are associated with these effects.

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Section: Tonic Virtuousnessmentioning

confidence: 99%

The Amplifying and Buffering Effects of Virtuousness in Downsized Organizations

Bright¹,

2006

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“…Humble people are viewed as being more openminded, willing to admit mistakes, and willing to learn from those mistakes (Hwang, 1982). As such, humility is not the devaluing of one's own strengths and accomplishments, but rather the accurate recognition of the strengths and accomplishments of oneself and of others (Means, Wilson, Sturm, Biron, & Bach, 1990).…”

Section: Definitions Of Humilitymentioning

confidence: 99%

Leader humility in Singapore

Bashshur

Daniels

et al. 2015

The Leadership Quarterly

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Editor: Charles DhanarajThe theoretical development and empirical testing of the effects of humility in the organizational sciences is surprisingly rare. This is especially pronounced in the study of leadership in Asian contexts. To address this we employ a qualitative approach to examine the conceptualization of leader humility in Singapore and assess whether this conceptualization differs from other emerging conceptualizations of leader humility. In Study 1, using semi-structured interviews of 25 Singaporeans, we identified nine major dimensions of humble leader behaviors and explored our participants' beliefs about culturally-based differences in leader humility. In Study 2 (N = 307), we generalized our findings to a broader sample and explored how the nine dimensions fit with existing taxonomies. In addition to replicating all of the Western conceptual dimensions of humility, we identified five unique dimensions of behaviors indicative of leader humility in Singapore.

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“…A wound violates physical, moral or psychological boundaries. The person then organizes his or her thoughts and psychological defences to protect injured boundaries (Means et al, 1990). Generally, people defend themselves by either withdrawing or attacking.…”

Section: The Woundmentioning

confidence: 99%

“…Rather, for forgiveness to occur, the person must have a sense of humility (Means et al, 1990). Humility in this case is when the person who was hurt might go through the following reasoning: …”

Section: Component 2: Humilitymentioning

confidence: 99%

An empathy‐humility‐commitment model of forgiveness applied within family dyads

Worthington

1998

Journal of Family Therapy

200

116

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Forgiveness is described as requiring empathy for the offender, the humility to see oneself as being as fallible and needy as the offender, and courage to commit publicly to forgive. Research supports the model in individual therapy and psychoeducational groups in which the forgiver does not have to confront the offender. Family therapy, in which partners, parent–child dyads or siblings must confess their need for forgiveness and forgive face to face provides special challenges. Processes of forgiveness – empathy, humility and commitment – are understood to be the same as in any interpersonal forgiveness context; that is, they are thought to occur within dyads. Techniques compatible with several varieties of family therapies are summarized for applying the model in family therapy to encourage family members to forgive.

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Humility as a psychotherapeutic formulation

Cited by 48 publications

References 1 publication

The Amplifying and Buffering Effects of Virtuousness in Downsized Organizations

The Amplifying and Buffering Effects of Virtuousness in Downsized Organizations

Leader humility in Singapore

An empathy‐humility‐commitment model of forgiveness applied within family dyads

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