Humility in health care: A model

Zinan, Nora

doi:10.1111/nup.12354

Cited by 10 publications

(11 citation statements)

References 17 publications

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“…Learnability modelling is about openness to learning and giving credit to alternative viewpoints 4 12 13. Humble leaders are lifelong learners 27…”

Section: Discussionmentioning

confidence: 99%

“…4 12 13 Humble leaders are lifelong learners. 27 The humble leader who works full-time takes notice of others' strengths, and shows they are open to the ideas of others. As mentioned above, working full-time means the humble leader is highly involved in work practices.…”

Section: Differences In a Leader's Humble Leadershipmentioning

confidence: 99%

“…Differences in a team's humble leadership Members of the team aged more than 35 years admit when they do not know how to do something. Humble leaders empower their team members; humble leaders are lifelong learners, 27 which is also true for their team members because humble leadership is contagious. 2 13 15 Learning from others, especially when we do not know how to do something, is human nature that flourishes with age, confirming 'learnability modelling'.…”

Section: Differences In a Leader's Humble Leadershipmentioning

confidence: 99%

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Differences in humble leadership and team performance in nursing: an online cross-sectional study

Mrayyan

2023

BMJ Open

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ObjectivesThe current study measures the differences in humble leadership and team performance in nursing based on the sample’s characteristics.DesignA cross-sectional study.SettingIn 2022, the current study sample was recruited from governmental and private universities and hospitals using an online survey.ParticipantsA convenience snowball sample of 251 nursing educators, nurses and students was recruited.ResultsA leader’s humble leadership, a team’s humble leadership and overall humble leadership were at moderate levels. The overall mean team performance was ‘working well’. The single male humble leaders, aged more than 35 years and working full-time in an organisation with quality initiatives, have a higher leader’s humble leadership. Members of the team aged more than 35 years working full-time in organisations with quality initiatives have a higher team’s humble leadership. Team performance in organisations with quality initiatives was higher in resolving many conflicts by compromising between team members, with each one giving in a little. There was a moderate correlation (r=0.644) between the total scores of the overall humble leadership and team performance. Humble leadership correlated significantly but negatively and weakly with quality initiatives (r=−0.169) and the participant’s role (r=−0.163). There was no significant correlation between team performance and the sample’s characteristics.ConclusionsHumble leadership has positive outcomes, such as team performance. The shared sample characteristic that sets the differences between a leader’s and a team’s humble leadership and team performance was the presence of quality initiatives in the organisation. The shared sample characteristics that set the differences in a leader’s and a team’s humble leadership were working full-time and the presence of quality initiatives in the organisation. Humble leaders are contagious; they will produce creative team members by ‘social contagion’, ‘behavioural similarity’, ‘team potency’ and ‘collective focus’. Thus, leadership protocols and interventions are mandated to fuel humble leadership and team performance.

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“…Learnability modelling is about openness to learning and giving credit to alternative viewpoints 4 12 13. Humble leaders are lifelong learners 27…”

Section: Discussionmentioning

confidence: 99%

Section: Differences In a Leader's Humble Leadershipmentioning

confidence: 99%

Section: Differences In a Leader's Humble Leadershipmentioning

confidence: 99%

See 1 more Smart Citation

Differences in humble leadership and team performance in nursing: an online cross-sectional study

Mrayyan

2023

BMJ Open

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“…Practicing cultural humility promotes the individualization of patient care. Research indicates that cultural humility improves the overall quality of care and outcomes 6,13,16,17…”

Section: Cultural Humility In Healthcarementioning

confidence: 99%

“…Research indicates that cultural humility improves the overall quality of care and outcomes. 6,13,16,17 The ED is more likely to be the entry point of healthcare for patients from historically marginalized groups. 2 Within this environment, discriminatory decision-making bias and lack of cultural humility can contribute to poor outcomes.…”

Section: Cultural Humility In Healthcarementioning

confidence: 99%