Montalbano Centre Faculty in Focus: Michael Daniels

We're living in a time where people and the planet are more critical than ever in how we evaluate business success. And with ever-growing need for progressive executives and leaders, there's sharp focus on the work being carried out at The Montalbano Centre for Responsible Leadership Development at the UBC Sauder School of Business.

In this “Montalbano Centre Faculty in Focus” series, we have in-depth conversations with faculty members to understand how they're poised to carry out the Montalbano Centre's mission. We begin with Dr. Michael Daniels, Associate Professor in the Organizational Behaviour and Human Resources Division. An Organizational Psychologist by training, he has taught at UBC Sauder for close to a decade. Dr. Daniels talked to us about the papers and books that he is excited about and the significance of his own research on 'humility' in leaders. 

Can you share a little bit about your life before UBC Sauder?

MD: My journey has been primarily rooted in academia, but always driven by a desire to better understand, and make an impact on people in organizations. After completing my undergraduate degree, I went directly into my Master’s and then PhD before joining UBC Sauder. So, in many ways, research and teaching have always been my first love.  

During my PhD, I had the opportunity to bridge the worlds of academia and industry through my work with the Human Capital Leadership Institute, a think tank in Singapore focused on leadership development and strategic human capital management. As a Senior Research Associate, I worked closely with senior leaders across various industries in Southeast Asia to learn about the challenges they were facing as well as to uncover key insights, translating those experiences into lessons for a broader audience. This experience gave me a hands-on appreciation for the challenges and opportunities organizations face, and it continues to inform my research and teaching today.

What was your specialization or focus of research?

MD: My education and degrees are in psychology, specifically the psychology of work, which overlaps closely with organizational behaviour—a field housed within business schools. My research primarily focuses on leadership and emotions, and I like to think of it as guided by two big questions. Firstly: How do leaders recognize and navigate their limitations in the workplace? And secondly:  How do people respond to organizational stressors?

These two areas of research—leadership and emotions—are closely intertwined. Leadership plays a crucial role in shaping how employees experience and manage stress, and leadership itself is influenced by the emotions and stressors we experience, so the overlap between the two is an important part of my work.

Let's dig a little into what you're reading. What's the most fascinating research insight you've come across lately? 

MD: I recently read a theoretical paper by Naomi Rothman and Shimul Melwani on emotional complexity in leaders. While it doesn’t present new data, the theory is grounded in existing research and offers some compelling ideas.

The central concept is emotional complexity—the experience of mixed or even contradictory emotions, like feeling both fear and excitement. The paper argues that these mixed emotions can be a valuable resource for leaders. Emotions act as signals, often alerting us to changes or contradictions in our environment. Complex emotions, in particular, encourage leaders to pause, evaluate their circumstances, and engage in more flexible, strategic thinking—what the authors call 'flexible cognition.'

However, the paper also highlights that not everyone responds to emotional complexity in the same way. While some leaders embrace these feelings with curiosity and openness, others may resist or avoid them, resulting in less effective responses. The key takeaway is that being open to complex emotions can help leaders respond more effectively to dynamic environments and make better decisions.

It’s a fascinating reminder that even uncomfortable emotions can be functional and valuable if we’re willing to engage with them thoughtfully.

Are these insights in any way influential for your own research?

MD: It relates to my own work on 'humility' in leadership.  Emotional complexity—the experience of mixed or even contradictory emotions—offers a natural opportunity to pause and reflect. Instead of dismissing or following them blindly, they can prompt us to step back and carefully evaluate our circumstances. 

This is where humility comes in. Humility doesn’t mean doubting everything or assuming you know nothing. It’s about recognizing the limits of your knowledge and remaining open to new perspectives as more information becomes available. Complex emotions often surface during moments of confusion or uncertainty—precisely when humility is most valuable. These emotions remind us to challenge our assumptions and approach situations with flexibility rather than pushing forward rigidly. 

I view emotional complexity as an innate tool for cultivating humility. When we learn to work with these emotions instead of suppressing them, we can confront challenges with greater intentionality and a more open mindset.  

Can you talk to us about a book you've recently read? 

MD: Actually, there are two books that stand out. Both explore community and trust from different but complementary perspectives: Trust in a Complex World by Charles Hecksher and Mastering Community by Christine Porath.

Trust in a Complex World takes a big-picture view: examining how traditional notions of trust, rooted in stable, familiar communities, are being disrupted by the complexities of modern life—think globalization, social media, and rapidly changing societal norms. The book emphasizes the importance of dialogue and shared understanding over rigid structure and hierarchies.

Mastering Community is more practical and focused on everyday actions. It offers actionable strategies for fostering respect, civility, and a shared sense of purpose in our workplace and personal lives. It’s full of insights on how to foster stronger, more connected communities.
What’s striking about these books is their shared message: building supportive networks and relationships isn’t just a “nice-to-have,” it’s a critical foundation for thriving in organizations and addressing society’s toughest challenges. Together, they offer both the overarching vision and the practical steps we need to rethink and strengthen our sense of community.

Can you tell us about your current research?

MD: Much of my ongoing research explores how leaders and experts express humility. This matters because those in positions of authority shape how others tackle complex issues: by modeling humility that fosters openness and collaboration or by modeling hubris that encourages defensiveness and competition.
 
I focus specifically on the psychological barriers that make it difficult for leaders and experts to be humble, and on how to remove those barriers. For instance, experts might hesitate to admit uncertainty if they feel expected to “always have the answers.” Similarly, when a leader’s ego or status is threatened, they can become defensive, undermining the very humility that is most needed in such situations.
 
These inquiries shift the conversation on humility as a fixed trait, highlighting instead the ways in which it can be encouraged, or stifled, by the social environment and our reactions to it. By understanding what stops leaders from expressing humility, we can design leadership development initiatives that help them overcome those barriers, ultimately resulting in greater trust, collaboration, and innovation in the teams they lead.

How would you define responsible leadership? And how can our readers cultivate responsible leadership in their workplace?

MD: Responsible leadership isn’t limited to people with titles like manager, director, or CEO. Leadership isn’t just a position—it’s a process, and anyone can lead in some capacity. It starts with leading yourself: developing self-awareness, recognizing your limitations, and understanding your capacity for creating positive change. 

Humility plays a key role. It’s not about thinking less of yourself, but about having a clear and balanced perspective on your place in the world. This mindset forms the foundation of responsible leadership. It’s not something that belongs exclusively to a select few – it’s a shared challenge for all of us to act more responsibly, equitably, and justly, focusing on the greater good rather than on pure self-interest or unnecessary divides.

I hope people take away that leadership is accessible to everyone. Small, thoughtful changes in how we approach our personal and professional lives can create ripple effects. But it starts with shifting our perspective—recognizing that leadership isn’t about holding power but about cultivating actions and attitudes that inspire positive change and contribute to a better world.