Page 32 - Jackson Journal
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                   The Role of Humility vs. Hubris for Leaders
 “Pride is the germ of kings; pride, when puffed up, vainly, with many things unseasonable, unfitting, mounts the wall, only to hurry to that fatal fall, where feet are vain to serve her. But the task propitious to the city GOD I ask never to take away! GOD I will never cease to hold my stay.”
In the story of Oedipus Rex, Oedipus is portrayed as a man blessed with an abundance of intelligence and innate leadership traits that
have nothing but the best intentions to eliminate suffering for his people. However, his qualities never truly matter due to his excessive Pride (hubris) and his downfall from grace. Although this is a fictional tale, the story’s purpose is significant and worth learning for anyone who is in the business of leading people and wishes to fulfill their highest growth in respect to potential.
Hubris is defined as excessive Pride and self- confidence. On the other hand, humility is defined as a modest or low view of one’s own importance - humbleness. The two words are important because they act as an antithesis to each other, and the latter is far more favorable to a successful organization than the former. But why? When people picture an ideal leader, they think about a person who has all the answers and is always confident? The likely answer is ‘yes,’ but the better question is can you
- Oedipus Rex
have those same attributes mentioned above and be humble at the same time? Or does it even matter? To put this question into a useful context, why are some confident leaders more likable than others? And why are some people more prone to follow those leaders over others? The answer likely lies in understanding the difference between humility and hubris.
To that point, the Army has recently added humility to its Army Doctrine Publication (ADP) 6-22 alongside empathy as necessary leadership attributes. The doctrine now states that “A leader with the right level of humility is a willing learner, maintains accurate self-awareness, and seeks out others’ input and feedback.” This is a welcome addition to the doctrine with the Army’s number one priority shifting from readiness to people, and personally, this shift makes sense. An organization can never prove ready if its people are not operating at an optimal level and if the leaders are not willing to enjoy all the available talent in the diverse pool
32 Jackson Journal
LTC Jerel D. Evans

























































































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