When Self-Confidence Turns Into a Liability

When Self-Confidence Turns Into a Liability

Self-self-assurance is defined by Northouse (2010) as one’s ability to be certain about his or her competencies and competencies, including a feeling of self-esteem and self-assurance. Most people would concur that self-self esteem is an significant trait for anybody in a management position. The trick is to have the right quantity of self-self confidence. Dependent on the leader and the scenario, self-confidence can variety from pretty lower to quite high. A chief who is at possibly side of the spectrum is a liability for their organizations.

When a chief is at the minimal finish of the spectrum, their self-assurance can appear from possibly small self-esteem or deficiency of experience at the career. If it arrives from a deficiency of practical experience, the chief demands only to acknowledge this and acknowledge wise counsel from the ideal persons. On the other hand, when minimal self-assurance will come from reduced self-esteem, the leader is in hazardous water. Very low self-esteem will lead to a chief to demonstrate both a absence of assurance or overconfidence. In both situation, the leader becomes a liability.

Leaders with lower self-esteem:

  • Not able to make the ideal selections for the organization.
  • Preoccupied with getting “located out” by others. They come to feel threatened by any one who appears to be to know more than them, thus, failing to be open to other people concepts and suggestions.
  • Indecisive, leading to delays in the course of the corporation. They both take too considerably time to make a determination or as well commonly modify their mind.
  • Not able to choose ownership of blunders.
  • Consider to be sure to all people.
  • Not targeted on their strengths and how they can add to the corporation, ensuing in own ineffectiveness.

In a single example, a leader devoid of much assurance in his capabilities was consistently anxious about currently being outperformed by subordinates. Therefore, each individual time a subordinate presented an thought in which the leader felt threatened, he would make excuses or good reasons why that specific member need to not go on on with the plan. This happened frequently, and the influence was that the business was doomed to mediocrity. Staff became less engaged and stopped creating thoughts, and productiveness reduced. At some point, the leader’s office grew to become dispensable and was minimize when the enterprise reorganized.

At the higher close of the spectrum, overconfident leaders are seen as arrogant or hubristic.

Leaders with hubris:

  • Imagine so highly of on their own that they turn into slim-minded. They never look at the major photo, but turn into eaten with their possess biases, and do not make the proper conclusions for the corporation.
  • Produce a “indeed-gentleman” culture. Folks all over this type of chief only say what they assume the chief wishes to listen to, not what needs to be reported.
  • Inhibit creativeness and initiative due to the fact of the deficiency of openness to new concepts that did not originate with him or her.
  • Are unable to conduct at their very best given that they believe they do not need to have to enhance. The fact is that no make a difference wherever you are in your job, in buy to remain the very best, you have to frequently operate on improving upon your specialized and management abilities.

Think about one particular in excess of-assured vice president of a Fortune 500 organization who made a decision he could market a new product or service to a prior purchaser by overselling. He believed that his staff would just have to retain up with him. Just after all, he turned a vice president by overselling himself for years. He did not talk to with any authorities on this choice and never ever comprehended the proportions of a fair time body or the feasibility to make the item he was promising the consumer. He did earn the agreement, but failed miserably at delivery of the item and missing a shopper that experienced carried out small business with the organization for decades. Additionally, top talent in the enterprise experienced from burnout, doing the job way too many hours to develop the unachievable. Leaders will have to be mindful not to stretch their workforce to these an extraordinary that they have been established up to fall short.

No matter of which stop of the spectrum you fall as a leader, you are a legal responsibility to your firm. Through the behaviors outlined over, leaders at either end of the spectrum contribute to lowered productivity and personnel engagement. Right after time, this outcomes in unsuccessful jobs, reduction of buyers and, most importantly, reduction of major talent in the corporation. Claiming that these forms of leaders value their corporations tens of millions of dollars is no exaggeration. So, right here are some recommendations that can aid you steer clear of being a liability to your corporation.

  • Acknowledge that you are not ideal. Surround by yourself with folks who compliment you, folks whose strengths are in the parts you are weak on.
  • Emphasis on your strengths! Increase them whilst operating on the regions you will need to increase for the occupation you are in and the a person you aspire to be. Just about every work wants distinct capabilities.
  • Encompass on your own with men and women who are not afraid to give you honest feedback.
  • Be an open up-minded leader. Listen to what these all over you have to say, even when their thoughts are far better than yours.
  • Just take calculated threats.
  • Realize that failure is portion of success. If you are unsuccessful, decide by yourself up, dust yourself off, understand from it and shift on.
  • Continue on to grease your wheels, or else you will get rusty. Own and skilled progress should really in no way stop!


Northouse, P.G. (2010). Management Concept and Practice. California: Sage Publications.