Moral humility: In life and at work |
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Institution: | 1. Samuel Curtis Johnson Graduate School of Management, Cornell SC Johnson College of Business, Cornell University, United States;2. Kellogg School of Management, Northwestern University, United States;1. Stanford University, Stanford, CA, United States;2. Yale University, New Haven, CT, United States;1. Department of Psychology, Pennsylvania State University, University Park, 141 Moore Building, PA 16802, USA;2. Eli Broad College of Business, Michigan State University, N437 Business College Complex, East Lansing, MI, 48824, USA;3. Culture Amp, 85 Broad St 30th Fl, New York, NY 10004, USA;1. Columbia University, United States;2. University of California, Santa Barbara, United States |
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Abstract: | If behavioral ethics research from the past two decades has taught us nothing else, it has made it abundantly clear that humans are morally fallible. Indeed, there are everyday examples—in the workplace and beyond—of people who unwittingly violate their personal moral values, finding numerous ways to rationalize and justify otherwise morally objectionable behavior. In this article, we argue that acknowledging one’s own moral fallibility and developing moral humility can be an influential step in helping bridge the gap between a person’s values and behaviors. Specifically, we define and make the case for moral humility as a fundamental virtue that can help people better avoid unethical behavior and enable virtuous behavior. Specifically, we explore the potential effects of having low (insufficient), high (optimal), and extremely high (excessive) levels of moral humility on multiple outcomes at the individual, interpersonal, and organizational levels. Our hope is to encourage future research on this important but underexamined construct. |
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Keywords: | Moral humility Behavioral ethics Ethics Morality |
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