THE “FACES” OF LEADERSHIP: Why Do So Many Incompetent Men Become Leaders?

Transcript

1. THE “FACES” OF LEADERSHIP Why Do So Many Incompetent Men Become Leaders?
3. Tomas Chamorro-Premuzic, Organizational Psychologist • Uses Science and Technology to Predict and Understand Human Behavior at the Workplace. • Understanding Relationships Between Gender Personality and Leadership • How Gender Personalities Shape our Choices of Leaders, and How Those Leaders Impact Organizations
4. Women outperform men in measures of leadership: • self-awareness, • humility, emotional intelligence, agreeableness, • coach-ability, connecting with others, • mentoring others, managing others, and KPIs like revenues and profits
5. What Can Competent Women Do to Get Promoted? The solution to improving the quality of our leaders is not to make it easier for incompetent women to become leaders but to make it harder for incompetent men, make it harder for incompetent men to become leaders so that we actually reward people for the potential and talent they have as opposed to teaching them to emulate some pseudo-Machiavellian, manipulative strategies that won't elevate the quality of leadership
6. If you're a manager and you want to combat this problem? There are some simple, basic rules that everybody can apply, fundamentally: • You need to have the humility to distrust your instincts. Distrust your instincts • Develop an individual, direct connection with others. • Pay attention to what they're doing. • Use others as a validation point to evaluate people's performance, and use data, assessments, evidence to make decisions as opposed to just follow your gut feeling. • Use data and evidence to make decisions
7. Top Ten Leadership Competencies
8. Question? What is your understanding of a Leader? What is your understanding of Leadership?
9. Leader, as a Role / Leadership, as a Behavior
10. Leadership-as-a-Role: Competence “Instead of falling for over-confident, charismatic, and narcissistic people, we should promote people into leadership because of their competence, humility, and integrity.”
11. • The ineptest individuals will make the least accurate evaluations of their talents, grossly overestimating where they stack up against their peers. • Expertise increases self-knowledge, which includes awareness of one’s limitations Leadership-as-a-Behavior: “Confidence vs. Competence” Implications • Meanwhile, the most competent people will exhibit much self-criticism and self-doubt, especially relative to their expertise. • The implications of these findings are clear: the more you know, the more aware you are of what you know and what you don’t. • Conversely, the less you know, the less aware you are of your limitations and the more overconfident you will be.
15. Thank You!
16. Feedback? What is your understanding of a Leader? What is your understanding of Leadership?
17. Appendix
20. I. Our Inability to Distinguish Between Confidence and Competence II. Our Love for Charismatic Leaders. Most Leaders are Charming and Entertaining III. Our Inability to Resist the Lure of Narcissist Individuals
22. • Global employee vital signs: 79 percent of employees are not engaged at work. State of the Global Workplace 2022 • When leaders take responsibility for the wellbeing of their workers, the result is not only productive organizations, but thriving individuals, families and communities.