There is a tendency to view effective leadership as decisive, inspirational and right. Opening up to the idea that ‘I might be wrong here’ can be difficult for both aspiring and more experienced leaders to accept. Leaders don’t do that.
Research studies, however, show that leaders who are open to their own fallibility and who value the opinions of others can facilitate a range of positive personal, interpersonal, and wider business outcomes, even in challenging market settings. This is intellectual humility. And while many leaders will cognitively grasp the potential benefits of intellectual humility, and may even apply it usefully in some contexts, it will lie dormant and unseen as an option in others. In this session, five scenarios are explored that highlight the costs of more palpable absences of intellectual humility in leadership development, followed by an examination of psychological flexibility processes that can help surface and nurture it.
Time: 1:00PM to 2:00PM Sydney/Melbourne Time
