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Humility and Competence: Which Attribute Affects Social Relationships at Work?

Author

Listed:
  • Ai Ni Teoh

    (School of Social and Health Sciences, James Cook University, Singapore 387380, Singapore)

  • Livia Kriwangko

    (School of Social and Health Sciences, James Cook University, Singapore 387380, Singapore)

Abstract

Between likability and competence, people value likable colleagues (regardless of their competence level) more than competent colleagues. If humility replaces competence, the preference might be different since humility is not always associated with positive outcomes. Humility and competence form four archetypes: humble star, humble fool, competent jerk, and incompetent jerk. This study examined the personal and professional preferences for these archetypes in the workplace and how the preference is moderated by colleagues’ seniority. There were 475 working adults aged between 21 and 77 ( M = 40.34, SD = 11.32) recruited to complete an online survey. While humble fools were more likable than competent jerks in personal interactions, competent jerks received more cooperation than humble fools in professional interactions. Seniority did not affect these findings. Our findings shed light on whether, and when, humility should be highly valued in organizational settings. Promoting humility in the workplace setting might require more caution.

Suggested Citation

  • Ai Ni Teoh & Livia Kriwangko, 2022. "Humility and Competence: Which Attribute Affects Social Relationships at Work?," IJERPH, MDPI, vol. 19(10), pages 1-13, May.
    • Handle: RePEc:gam:jijerp:v:19:y:2022:i:10:p:5969-:d:815525
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    References listed on IDEAS

    as
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    3. Oc, Burak & Daniels, Michael A. & Diefendorff, James M. & Bashshur, Michael R. & Greguras, Gary J., 2020. "Humility breeds authenticity: How authentic leader humility shapes follower vulnerability and felt authenticity," Organizational Behavior and Human Decision Processes, Elsevier, vol. 158(C), pages 112-125.
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    5. Cojuharenco, Irina & Karelaia, Natalia, 2020. "When leaders ask questions: Can humility premiums buffer the effects of competence penalties?," Organizational Behavior and Human Decision Processes, Elsevier, vol. 156(C), pages 113-134.
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