 Does the Shibboleth effect contribute to increased profitability?Julia Romanowska Chapter 13 in Leadership, Art, and Responsibility, 2026, pp 99-100 from Edward Elgar Publishing Abstract: This chapter explores the frequently raised question of whether the Shibboleth effect – with its documented psychological and ethical benefits – is of relevance for questions of organisational sustainability and economic viability. Although the Shibboleth study did not investigate financial outcomes, and therefore makes no claims about direct causal effects on profitability, existing research on effective leadership offers a meaningful parallel. Empirical findings show that leaders who cultivate humility, courage, moral responsibility, and openness to reality – qualities central to the Shibboleth transformation – consistently guide more successful and resilient organisations. Such leaders create environments where truth can be spoken, responsibility is assumed, and ethical judgement prevails. Their organisations tend to perform more robustly over time, and are often described as more economically resilient, humane, and sustainable. In this sense, the Shibboleth effect resonates with those leadership qualities that research associates with long-term organisational endurance and human sustainability. Keywords: Shibboleth and Performance; Leadership Performance; Humility and Courage; Moral Responsibility; Humane Leaders; Sustainable Success (search for similar items in EconPapers) Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:elg:eechap:25801_13 Ordering information: This item can be ordered from Access Statistics for this chapter More chapters in Chapters from Edward Elgar Publishing |
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