The effect of humble leadership in reducing organizational aging: (A field study of the opinions of employees in the branches of Al-Rasheed Bank in the Holy Governorate of Karbala)

Authors

  • Akram Muhsin Alyasiry unversity of Kerbala , College of Administration and Economics
  • Ahmed Allawi Hussein unversity of Kerbala , College of Administration and Economics

DOI:

https://doi.org/10.36325/ghjec.v19i1.14123

Keywords:

humble leadership, organizational aging, Al-Rasheed Bank

Abstract

This study aims to clarify the effect of humble leadership represented by its dimensions (self-awareness, appreciation of others, openness to comments, low focus on self, self-esteem, and transcendent self-concept) in reducing organizational aging represented by its dimensions (organizational aristocracy, organizational accusations, organizational bureaucracy, and decay) .The study started with the problem, which included several questions, the most important of which is whether there is a need for a humble leadership that takes quick measures to prevent or reduce the negative impact of accidents and the failure of the organization in question to reach old age, or save it from old age. The study population included all the workers in the three branches of Al-Rasheed Bank in the holy governorate of Karbala, who numbered (152), as the questionnaire was used as a main tool in collecting data and information necessary for the study, and it was relied on a set of statistical methods available in(SPSS V.24 programs; Amos V.23; Microsoft Excel 2010) for statistical analysis and processing of data. The study reached a set of results, the most important of which is the existence of an inverse, statistically significant relationship between humble leadership and organizational aging.

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Published

2023-03-30

How to Cite

Alyasiry , A. M. and Hussein, A. A. (2023) “The effect of humble leadership in reducing organizational aging: (A field study of the opinions of employees in the branches of Al-Rasheed Bank in the Holy Governorate of Karbala)”, Al-Ghary Journal of Economic and Administrative Sciences, 19(1), pp. 279–300. doi: 10.36325/ghjec.v19i1.14123.

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