Leadership BS

1. Inspiration and Fables Obscure Reality

Myths and inspiring stories can be comforting, but they are worse than useless for creating change.

The allure of leadership fables. The leadership industry thrives on inspirational stories and heroic tales, often exaggerating or fabricating details to create an attractive legacy. These narratives, while comforting, prevent a clear understanding of reality and hinder effective change. Leaders, motivated by self-presentation, selectively remember successes and forget failures, further distorting the truth.

Cognitive biases and self-deception. Cognitive biases, such as motivated cognition and the above-average effect, contribute to the unreliability of leadership stories. People are motivated to think well of themselves, leading to selective memory and misreporting. The evolutionary benefit of self-deception further compounds the issue, as leaders unconsciously deceive themselves to more convincingly deceive others.

Cynicism and unrealistic expectations. The acceptance of leadership fables leads to cynicism when individuals encounter the disconnect between espoused behaviors and actual practices. Moreover, the mythology of superperformance creates unrealistic expectations, causing individuals to feel inadequate and reluctant to pursue great things.

2. Modesty is Rare and Often a Disadvantage

The qualities we actually select for and reward in most workplaces are precisely the ones that are unlikely to produce leaders who are good for employees or, for that matter, for long-term organizational performance.

The myth of the humble leader. While research often emphasizes modesty as a desirable leadership trait, it is a rare quality among leaders, particularly those in large organizations. Immodesty, including narcissism and self-promotion, often helps individuals attain leadership positions and maintain them.

Narcissism and success. Narcissism, characterized by a grandiose sense of self-importance and a lack of empathy, is surprisingly common among leaders. Narcissistic traits, such as confidence and charisma, can be advantageous in ambiguous situations, leading others to conflate overconfidence with competence.

Immodesty and career advancement. Immodesty, including self-promotion, is positively correlated with interviewers' evaluations and hiring recommendations. Overconfident individuals often achieve higher social status and influence, even when their claims of competence are exaggerated. Women and minorities, who are often more modest due to cultural expectations, may face career disadvantages as a result.

3. Authenticity Can Be a Liability

Leaders do not need to be true to themselves. Rather, leaders need to be true to what the situation and what those around them want and need from them.

The pressure to perform. Leaders often face pressure to exhibit qualities and behaviors that are inconsistent with their natural inclinations. The ability to put on a show, display energy, and pay attention to others, regardless of personal feelings, is often essential for effective leadership.

The myth of the authentic self. The idea of authentic leadership, which emphasizes being true to oneself, can be problematic. People change and grow as a result of their experiences, making the notion of a fixed, authentic self unrealistic. Moreover, being true to oneself may not always be desirable, particularly if one's "true self" is an ineffective or harmful leader.

The importance of inauthenticity. Inauthenticity, or the ability to manage one's emotions and self-presentation, can be a crucial trait for high performers in many domains. Learning to adapt one's behavior to the situation and the needs of others is often more useful than adhering to a rigid notion of authenticity.

4. Truth is a Flexible Commodity

The ability to misrepresent reality is a crucial—maybe the most crucial—leadership skill.

The prevalence of lying. Despite the emphasis on honesty and transparency, lying is incredibly common in everyday life and rampant among leaders. Leaders often face few consequences for lying, and positive results can sometimes come from not telling the truth.

The benefits of deception. Lying can smooth over difficult situations, make relationships work better, and help individuals attain powerful positions. The ability to deceive others effectively is an important skill linked to personal and professional success.

The self-fulfilling prophecy of lies. Lies, told often enough and convincingly enough, can become the truth. By creating a perception of success, leaders can attract resources and support that ultimately make the organization successful.

5. Trust is Often Misplaced

The best advice I can offer you, based on the many similar stories I have seen and read about, is this: the best predictor of future behavior is past behavior.

The illusion of trust. Trust is often touted as essential for effective leadership, but data suggests that it is notable mostly by its absence. People are predisposed to trust, making them vulnerable to exploitation.

The difficulty of detecting deception. People are remarkably poor at accurately discerning who is taking advantage of them. Indicators of trustworthiness can be faked, and individuals often see what they want or expect to see.

The limited consequences of violating trust. There seem to be only limited consequences for violating trust. Trust-breakers often retain their networks and social relationships, and their actions may even be seen as business necessities.

6. Self-Interest is a Powerful Motivator

It is not from the benevolence of the butcher, the brewer, or the baker that we expect our dinner, but from their regard to their own interest.

The norm of self-interest. People are primarily motivated by their own self-interest, and this is particularly true in organizational settings. The norm of reciprocity, which emphasizes repaying favors, operates with less force in the workplace.

The benefits of self-interest. Encouraging individuals to be responsible for their own well-being can lead to better decisions and more efficient results. Systems based on self-interest can also promote individual responsibility and autonomy.

The limitations of benevolence. While benevolence is a desirable quality, it is not a reliable basis for organizational functioning. Expecting leaders to consistently prioritize the well-being of others is unrealistic and can lead to disappointment.

7. Take Care of Yourself: A Pragmatic Imperative

Take care of yourself and assiduously look out for your own interests in your life inside work organizations.

The absence of guarantees. There is no assurance that hard work and good efforts will be appreciated or rewarded by employers. Companies often prioritize their own interests, even at the expense of their employees' well-being.

The importance of self-reliance. Individuals should take responsibility for their own career well-being and avoid relying solely on the kindness of organizational leaders. This includes continuously seeking new job opportunities and developing skills that make them marketable.

The benefits of self-interest. Acting on the basis of one's own self-interest can lead to better outcomes, both for the individual and for the organization. Encouraging self-reliance and personal responsibility can create a more robust and resilient workforce.

8. Fixing Leadership Requires Unvarnished Truth

To change the world of work and leadership, we need to get beyond the half truths and self-serving stories that are so prominent today.

The need for realism. To improve the world of work and leadership, it is essential to move beyond feel-good stories and confront the realities of organizational life. This includes acknowledging the prevalence of negative behaviors and the limitations of traditional leadership models.

The importance of measurement and accountability. To drive change, it is necessary to measure leader behaviors and workplace conditions, and to hold leaders accountable for improving both. This requires moving beyond "happy sheets" and focusing on tangible outcomes.

The power of system design. Instead of relying solely on individual leaders, organizations should focus on designing systems that promote positive behaviors and reduce the potential for abuse. This includes distributing power, promoting transparency, and creating incentives for ethical conduct.

Last updated: February 25, 2025