What is leadership humility?
Leadership humility combines accurate self-awareness, openness to better information, and an ability to appreciate the strengths and contributions of others.
Reflect on how you handle limits, feedback, disagreement, and other people’s contributions.
Answer as you are today
Choose the answer that best describes your recent behaviour at work. No email required.
What does leadership humility mean?
Leadership humility combines accurate self-awareness, openness to better information, and an ability to appreciate the strengths and contributions of others.
Why it matters at work
Humility helps teams surface mistakes and useful disagreement earlier. It is not self-deprecation; it is making your status less important than learning and the quality of the work.
What this assessment measures
Self-awareness
Recognising limits and owning mistakes without theatre.
Openness to feedback
Staying curious when information challenges your view.
Recognition of others
Making other people’s expertise and contribution visible.
How to interpret your score
Your overall result is normalised to a 0–100 scale. Use it to choose a practice area, not to compare your worth with somebody else.
Build your humility foundation
Your answers point to a few recurring situations where a simple routine could make your response more reliable.
A useful humility base
You already use this skill in some situations. The opportunity is to make it more dependable when pressure or ambiguity rises.
A strong humility pattern
Your answers suggest a reliable pattern. Keep testing it in harder situations and watch for the dimension that trails the others.
Designed for reflection, not diagnosis
The ten behaviour-based statements cover 3 practical dimensions. Responses run from “Never” to “Almost always”; negatively worded items are reverse-scored. Overall and dimension results are converted to a 0–100 scale. The assessment is educational and has not been psychometrically validated.
Read the full assessment methodology and editorial standards.
Research that informed this page
Bradley P. Owens, Michael D. Johnson, and Terence R. Mitchell (2013), “Expressed Humility in Organizations: Implications for Performance, Teams, and Leadership”, Organization Science.