Can you tell the difference?
While couched within the debate over why women are so under-represented in management positions, this article (Why do do many incompetent men become leaders) is actually highlighting the characteristics of good leaders (humility, emotional intelligence, sensitivity, consideration) and why those are so often at odds with the characteristics (self-centredness, arrogance, manipulation) that often get people into leadership positions. In other words, 'what it takes to get the job is not just different from, but also the reverse of, what it takes to do the job well. As a result, too many incompetent people are promoted to management jobs, and promoted over more competent people.'
So (gender generalities aside, because I have met plenty of men and women for whom these stereotypes don't ring true) what really matters in terms of getting more competent leaders at the top of organisations (including more women) is that organisations learn to discern between confidence and competence and appoint leaders who 'elicit respect and pride from their followers, communicate their vision effectively, empower and mentor subordinates, and approach problem-solving in a more flexible and creative way (all characteristics of "transformational leadership"), as well as fairly reward direct reports' as opposed to teaching individuals to simply place more value in confidence. In my mind, confidence is over-rated in itself. Yes, it is an important part of leadership, but only when balanced with other skills such as self-awareness, awareness of others, humility and creativity among others.
While couched within the debate over why women are so under-represented in management positions, this article (Why do do many incompetent men become leaders) is actually highlighting the characteristics of good leaders (humility, emotional intelligence, sensitivity, consideration) and why those are so often at odds with the characteristics (self-centredness, arrogance, manipulation) that often get people into leadership positions. In other words, 'what it takes to get the job is not just different from, but also the reverse of, what it takes to do the job well. As a result, too many incompetent people are promoted to management jobs, and promoted over more competent people.'
So (gender generalities aside, because I have met plenty of men and women for whom these stereotypes don't ring true) what really matters in terms of getting more competent leaders at the top of organisations (including more women) is that organisations learn to discern between confidence and competence and appoint leaders who 'elicit respect and pride from their followers, communicate their vision effectively, empower and mentor subordinates, and approach problem-solving in a more flexible and creative way (all characteristics of "transformational leadership"), as well as fairly reward direct reports' as opposed to teaching individuals to simply place more value in confidence. In my mind, confidence is over-rated in itself. Yes, it is an important part of leadership, but only when balanced with other skills such as self-awareness, awareness of others, humility and creativity among others.