Twelve Steps Toward Leader Humility: A Sociorhetorical Analysis of Benedict of Nursia
Twelve Steps Toward Leader Humility: A Sociorhetorical Analysis of Benedict of Nursia’s Chapter on Humility
Jake Stum | 2015
Abstract
This inductive, qualitative research study explored the construct of leader humility within the context of organizational leadership as demonstrated in the writings of Benedict of Nursia, specifically Chapter 7 of Rule of Saint Benedict. This study further sought to understand factors of humility and answer the following three research questions: What is the process of humility development as described in Chapter 7 of the Rule of Saint Benedict? Do the descriptions of organizational humility provided by Galbraith and Galbraith (2004) effectively define the construct of organizational humility promoted by the Rule of Saint Benedict? How does the organizational humility proposed by Benedict reflect or challenge current models of humility in organizational research? The research method employed in this study emerged from the theoretical approach of hermeneutics as described by Gadamer (2004) and Patton (2002), using sociorhetorical critical analysis (Robbins, 1996a) as the interpretative method with a focus on both the inner textuality and the intertextuality of Chapter 7 of the Rule. Following Robbins’ (1996b) recommended framework, the applied analyses included separate study of inner texts and intertexts. Inner texture analysis included (a) repetitive, (b) progressive, (c) narrational, (d) open-middle-closing, and (e) argumentative textures and patterns. Intertexture exploration included (a) oral-scribal, (b) cultural, (c) social, and (d) historical analysis. A progressive, descriptive model of leader humility emerged to indicate a process of development including the following steps: (a) revelation, (b) commitment, (c) abnegation, (d) submission, (e) patience, (f) honesty, (g) contentment, (h) dependency, (i) measured speech, and (g) saturation. A discussion of the research findings and implications for contemporary organizational leadership is included in addition to potential study limitations and possible future research related to this topic.