Intellectual humility is key when leading in polarized times
By Bradley Akubuiro | Published: 2025-11-02 14:00:00 | Source: Inc.com
When Florida is “.”Don’t say gayThe bill sparked controversy in 2022, and then-Disney CEO Bob Chapek faced pressure from all sides. Employees called on the company to oppose the legislation. Conservatives have warned against “wokeness.” Chapek issued a carefully calculated statement emphasizing inclusion while avoiding outright opposition.
He did not satisfy anyone. Employees organized strikes. LGBTQIA+ advocates for organized boycott. Governor Ron DeSantis stripped Disney of its tax concessions anyway. Chapek’s attempt to thread the needle backfired — angering both sides while demonstrating no conviction or values. Less than a year later, Disney’s board of directors ousted him.
This is the difficult situation facing leaders today: take a stand and provoke backlash, remain silent and lose credibility, or hedge and please no one. Stakeholders are increasingly demanding that leaders demonstrate values. The question is not whether you should have a conviction, but how to express it without making yourself a target.
Recent research from Elizabeth Cromery MancusoA psychology professor at Pepperdine University suggests a way forward. In a recent conversation about her work, Mancuso explained how Intellectual humility It affects the effectiveness of leadership in dealing with polarization
What does intellectual humility mean?
“Intellectual humility does not mean you are unsure of yourself,” Mancuso explains. “This often goes hand-in-hand with trust – and helps people become better collaborators, more tolerant in relationships, and more able to overcome disagreements.”
Intellectually humble leaders acknowledge blind spots and consider opposing viewpoints. The easiest entry point: simply ask questions. This is not a weakness or both sides. It’s dealing with conflict while maintaining your position
You can disagree without giving up your values
Mancuso’s research reveals something counterintuitive: “A leader does not have to abandon his or her own point of view, adopt the point of view of others, or ignore the fact that there is disagreement in order to respect people who think differently and recognize the validity of alternative ways of arriving at conclusions,” she says.
Her research has identified behaviors that increase follower satisfaction: welcoming different ways of thinking, respecting others when they disagree, seeing sound points in opposing viewpoints, hearing others, and respecting alternative approaches.
“What is noteworthy is that all of these behaviors acknowledge difference and disagreement,” Mancuso points out. “People seem to appreciate it when leaders can value, respect, and listen to others even when they disagree.”
These approaches improved personal leadership satisfaction and perceptions of justice—without affecting views of operational efficiency.
Jurisdiction warning
“Intellectual humility is more likely to backfire on leaders when their competence is already in doubt,” Mancuso warns. “When people view a leader as competent, the leader’s expression of intellectual humility is typically viewed as favorable. However, when leaders are viewed as less competent, expressions of intellectual humility (such as saying ‘I don’t know’ or asking questions) can make leaders appear weak and insecure.”
The Harder Truth: “Unfortunately, the competence of leaders is sometimes called into question based on factors outside their leadership abilities, such as their gender, race, or age.” In such situations, leaders may find themselves in a dilemma when it comes to expressing intellectual humility, Mancuso says.
For underrepresented leaders, this means sequencing things: establish your expertise and judgment first by taking decisive action, then deploy intellectual humility from a position of demonstrated competence. You may have less margin for an “I don’t know” answer early on, but once credibility is secured, humility becomes your strategic advantage—not your liability.
Female CEOs, leaders of color, and younger executives face greater barriers and may need to create competency signals first
Building tolerance capital
Mancuso’s most valuable finding: “People are more willing to forgive leaders when they view the leaders as intellectually humble.” Thus, even when there is a loss of credibility or backlash, leaders are more likely to recover from this when they are seen as intellectually humble.
Why? “People may have more hope that intellectually humble leaders will learn from their mistakes and make corrections, making people more willing to reinvest in and engage with the leader even after a breakup,” she explains.
Intellectual humility acts as insurance. Think of it as a kind of “forgiveness capital” that makes recovery possible when things go wrong. Mancuso’s research finds that intellectually humble leaders engage in more servant leadership—they are better at prioritizing followers’ well-being, perspective-taking, and empathy. Such leadership instills confidence and increases engagement and satisfaction. Research links intellectually humble leadership to measurable outcomes: higher employee retention during organizational change and stronger customer trust scores — especially when companies face values-based criticism.
What do I actually say?
Here are the successful methods: Â
- “I admit I may have blind spots. Help me understand your point of view.”
- “People I respect see this differently. That’s what I weigh…
- “I’m confident in this decision, but reasonable people could come to different conclusions.”
Here’s what backfires:
- False equivalence is when you clearly believe one side
- Excessive hedging indicates that you do not believe in yourself
- Ask questions when competence is already in question
- Abandon your position completely
Express your convictions clearly while showing that you have considered alternatives and respect those who disagree
Leadership orientation
“Becoming an intellectually humble leader may not be an easy, quick fix for navigating polarized environments, but when leaders can cultivate this quality in themselves, they seem to reap the benefits,” Mancuso warns.
Would intellectual humility have changed Chapek’s outcome? It’s hard to know. His challenges went beyond any single statement. But the framework offers something his approach lacks: a way to express clear conviction while at the same time genuine respect for those who disagree – thus lowering the temperature without abandoning values.
This is the way forward: not silence, not surrender, but the firm conviction of mutual respect. Leaders still need to take stands. The question of how they assume these positions determines whether they will maintain relationships across divides or become the next cautionary tale.
Intellectual humility provides a framework for maintaining contentment while lowering the temperature and building the tolerance that leaders of capital inevitably need.
The opinions expressed by Inc.com columnists here are their own, not those of Inc.com.
(tags for translation) convictions
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