Overconfidence-Bias in Leadership

Overconfidence-bias is common among leaders. Leaders overestimate their abilities in some areas because they don’t want to seem as if they are unaware of their capabilities. The opposite applies as well; leaders underestimate their abilities in areas because they are unsure, they can complete the task. Research suggests overconfidence is described in three categories: overestimation, over-placement, and over-precision (Moore & Schatz, 2017). Overestimation is present in leaders who believe they are better and smarter than they are. They believe they perform flawlessly in tasks regardless of how difficult the task. The leader who states he has raised $10 billion in funds for past companies when report states he has raised $2 billion is an example of overestimation. Over-placement is similar to overestimation because the leader believes if they are better than others. Leaders who apply for positions because they believe they can perform better than the person holding the position is an example of over-placement. Over-precision is common among leaders because this belief places the leader in competition with other leaders or companies and removes focus from organizational priorities which leads to errors in leadership. A leader whose primary focus is numbers and not employees is an example of over-precision. Thoughts…

Moore, D. A., & Schatz, D. (2017). The three faces of overconfidence. Social & Personality Psychology Compass, 11(8), n/a N.PAG.

 https://doiorg.proxy1.ncu.edu/10.1111/spc3.12331

Self-Awareness in Leaders

As leaders develop, they learn self-awareness. Self-awareness in leaders allows them to be aware of their team and surroundings. In their initial training managers are not taught to be self-aware (most of the time), they are taught to put out fires in the moment while many times micromanaging their team in the process. Leaders seek to serve those who report to them. Having a “title” is not important to leaders. Often managers are looking to move to the next level and the “title” has more weight than serving their team. I agree with Nichols and Cottrell (2014), who argued that employees are not asked enough what they desire in a leader. If employees were asked and the right tools are selected, leaders can develop from any position. I believe a leader is a manager, but seldom is a manager a leader. Thoughts…

Nichols, A. & Cottrell, C. (2014) What do people desire in their leaders? The role of leadership level on trait desirability. The Leadership Quarterly Vol 25(4), 711-729

Character in Leaders

Character is the foundation of being a leader; it separates a leader from a manager. There are many traits that distinguish leaders from managers, but character is where the development begins; it is the foundation. Character can be developed. Character has many definitions. One definition: the sum of a person’s values, beliefs, way of life, and ethical standards (Gini & Green, 2104). Some believe leaders are born. I believe leaders are developed. Leaders guide, while managers manage; however, they both can lead. Many managers do not know how to lead. Managers deal with the mundane tasks, while leaders understand why the task is mundane and what can be done to make it efficient.  Thoughts…

Gini, A., & Green, R. M. (2014). Three Critical Characteristics of Leadership: Character, Stewardship, Experience. Business & Society Review (00453609), 119(4), 435–446. 

https://doi-org.proxy1.ncu.edu/10.1111/basr.12040