Me, Myself and I – Is the New Leader Merely Self-Confident or Already Self-Obsessed?
“I know that I know nothing.” This statement from the Greek philosopher Socrates is rarely quoted in executive suites, though it would often be more than appropriate.
We’ve all worked with someone utterly convinced of their own brilliance who ultimately failed to deliver results. Perhaps you’ve also felt a mix of frustration and disbelief when a seemingly promising hire turned out to be more show than substance.
And the higher the position, the more damaging it is when someone sits there brimming with self-love.
Convincing Self-Presentation or Genuine Competence?
When a boss is their own biggest fan—strutting around arrogantly and looking down on employees—it can have disastrous effects. Team members lose motivation, performance drops, and top talent quits because of poor leadership. Many companies lose valuable professionals long before an ineffective leader is replaced.
I’ve made similar mistakes myself when hiring for leadership roles, falling for the common and well-researched trap of confusing confident self-presentation with real competence.
Charisma or Pure Overconfidence?
Research shows that about 70 % of leaders have inflated self-confidence (Tomas Chamorro-Premuzic, Why Do So Many Incompetent Men Become Leaders?). Why do so many in leadership positions believe they are exceptionally capable?
Some might argue it’s because most leadership roles are still held by men. Chamorro-Premuzic suggests the real issue is our inability to see through the incompetence of many men. We still cling to the outdated notion that extreme self-confidence equals charisma and leadership potential—even when those traits are warning signs of poor leadership.
The result? Too many incompetent men in top positions, which both blocks truly capable men and women from advancing and keeps leadership standards discouragingly low.
The Wisdom of Socrates
Socrates admitted he knew nothing—a stance requiring self-awareness and intellectual humility. To grasp what we don’t understand, we need broad, solid knowledge. By contrast, incompetent people lack the insight to recognize their own shortcomings, which makes them prone to overestimating themselves and undervaluing truly capable colleagues.
Narcissists Rise Faster
The Dunning-Kruger effect, first described by psychologists David Dunning and Justin Kruger, explains how incompetent individuals can overrate their abilities. Self-absorbed leaders are often deeply insecure, masking their lack of competence with bravado and arrogance—sometimes alienating those who refuse to fuel their ego.
Leadership as a Strategic Resource
A leadership role should not be a glamorous career prize or a reward for loyalty. It is a vital corporate resource meant to unlock potential and empower people. Good leadership benefits employees, boosts motivation and performance, and ultimately strengthens the entire organization.
Raising leadership standards—not simply calling for more women in leadership—must therefore be a top priority.
What Defines a Good Leader?
A strong first impression of charisma and confidence can be appealing. But leaders who overestimate themselves often take reckless risks and cover gaps in skill with hasty decisions.
True leadership is marked by competence, integrity, and humility. Emphasizing these qualities in hiring naturally increases the number of women in top positions, as empirical research shows they often score higher on these traits than their male counterparts. My BeBest! concept explores these key leadership roles, competencies, and virtues in depth.
Have you ever made hiring mistakes because you were dazzled by overconfidence? How do you uncover excessive self-assurance during recruitment? I look forward to your thoughts on this topic.
Learn how to strengthen your own leadership competencies in my book The Hero’s Journey of a Leader – How to Become the Best Version of Yourself as a Leader.