ABSTRACT
Social and behavioral science literature is replete with lists of attributes and characteristics of successful leaders and powerful individuals. When executive leaders in higher education let administrative ego dominate, their judgment becomes impaired and their decision-making loses its focus. Regardless of which side of the fence readers reside, there is plenty of evidence that supports the notion that some combination of attributes or characteristics may be helpful in one’s quest for power and/or leadership within an organization. Many leaders do not exhibit the traits and abilities, but give the perception that they have them. Leaders in institutions of higher education, regardless of level within the hierarchy, must uphold a semblance of humility in order to maintain respect from their subordinates. Good leaders need to be cognizant of how they are perceived and strive to maintain a measure of humility regardless of how successful they become.
