Humility Differential Measure

Intellectual Arrogance and Intellectual Humility: An Evolutionary-Epistemological Account

“…Regarding global humility, several attempts have been made both to define it (Davis, Worthington, & Hook, 2010;Tangney, 2009) and to measure it (Ashton & Lee, 2005;Davis et al, 2010;Rowatt, Powers, Targhetta, Comer, Kennedy, & La-bouff, 2006), with a view to exploring its outcomes (Exline & Hill, 2012;Hilbiga & Zettlerb, 2009), alongside those of its near-opposites, arrogance (Johnson et al, 2010) and narcissism (Sedikides, Rudich, Gregg, Kumashiro, & Rusbult, 2004). Chief among the components of global humility are a willingness to admit imperfections, a tendency to focus on others rather than the self, and the capacity to see oneself realistically.…”

Humility facilitates higher self-control

“…This hypothesis is based on several indirect theoretical considerations and empirical findings. First, humble individuals are thought to be able to resist self-enhancing tendencies (Davis et al, 2011;Emmons, 2000;Peterson & Seligman, 2004;Rowatt et al, 2006;Tangney, 2009). There is evidence that self-enhancement is a dominant and automatic tendency (e.g., Beer, Chester, & Hughes, 2013;Koole, Dijksterhuis, & van Knippenberg, 2001).…”

“…Running Head: HUMILITY AND SELF-CONTROL 20 been developed, but it failed to predict (some) humility-related outcomes (Rowatt et al, 2006). Difference ratings and informant scales have also not yet produced strong evidence of construct validity (Davis et al, 2010).…”

Humble Coaches and Their Influence on Players and Teams: The Mediating Role of Affect-Based (but Not Cognition-Based) Trust

“…There are unique challenges to measuring humility. For example, implicit measures of humility are available, but they can have unreliable construct validity (Davis et al, 2010;Rowatt et al, 2006). Alternatively, self-report measures (e.g., HEXACO, Lee & Ashton, 2004) create a dilemma in which a truly humble person is not likely to portray themselves as humble, seeing their recitation of achievement as prideful or boasting (an exception may be an indirect selfreport measure of state humility, see Kruse et al, 2017).…”

“…This faith requires players to make greater time and emotional investments as compared to competency-based evaluations. Affect-based trust may be easier for humble coaches to cultivate because humble people tend exhibit prosocial HUMBLE COACHES 9 behaviours such as helpfulness (LaBouff et al, 2012) and willingness to forgive others (Rowatt et al, 2006), which enable them to form more quality interpersonal relationships.…”