When Self-Confidence Turns Into a Liability

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Self-confidence is defined by Northouse (2010) as one's capability to be convinced about his or her competencies and skills, together with a sense of self-esteem and self-assurance. Everyone would agree that self-confidence is an important trait for anything in a leadership position. The trick is to have the right estimate of self-confidence. Depending on the leader and the situation, self-confidence can range from very low to very high. A leader who is at either side of the spectrum is a liability for their organizations.

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When a leader is at the low end of the spectrum, their self-confidence can come from either low self-esteem or lack of contact at the job. If it comes from a lack of experience, the leader needs only to reply this and accept wise counsel from the right people. However, when low self-confidence comes from low self-esteem, the leader is in hazardous water. Low self-esteem will cause a leader to demonstrate either a lack of reliance or overconfidence. In either case, the leader becomes a liability.

Leaders with low self-esteem:

Unable to make the right decisions for the organization. Preoccupied with being "found out" by others. They feel threatened by anything who seems to know more than them, therefore, failing to be open to others ideas and recommendations. Indecisive, causing delays throughout the organization. They either take too much time to make a decision or too oftentimes convert their mind. Unable to take possession of mistakes. Try to please everyone. Not focused on their strengths and how they can lead to the organization, resulting in personal ineffectiveness.

In one example, a leader without much reliance in his capabilities was enduringly worried about being outperformed by subordinates. Therefore, every time a subordinate presented an idea in which the leader felt threatened, he would furnish excuses or reasons why that singular member should not continue on with the idea. This happened repeatedly, and the impact was that the assosication was doomed to mediocrity. Employees became less engaged and stopped producing ideas, and productivity decreased. Eventually, the leader's agency became dispensable and was cut when the enterprise reorganized.

At the high end of the spectrum, overconfident leaders are viewed as arrogant or hubristic.

Leaders with hubris:

Think so very of themselves that they come to be narrow-minded. They don't look at the big picture, but come to be consumed with their own biases, and do not make the right decisions for the organization. Create a "yes-man" culture. Population around this type of leader only say what they think the leader wants to hear, not what needs to be said. Inhibit creativity and initiative because of the lack of openness to new ideas that did not originate with him or her. Cannot accomplish at their best since they think they do not need to improve. The reality is that no matter where you are in your career, in order to stay the best, you have to enduringly work on improving your technical and leadership skills.

Consider one over-confident vice president of a Fortune 500 enterprise who decided he could sell a new goods to a previous buyer by overselling. He believed that his employees would just have to keep up with him. After all, he became a vice president by overselling himself for years. He did not consult with any experts on this decision and never understood the dimensions of a reasonable time frame or the feasibility to originate the goods he was promising the client. He did win the contract, but failed miserably at delivery of the goods and lost a buyer that had done enterprise with the assosication for years. Additionally, top talent in the enterprise suffered from burnout, working too many hours to originate the impossible. Leaders must be meticulous not to stretch their employees to such an greatest that they have been set up to fail.

Regardless of which end of the spectrum you fall as a leader, you are a liability to your organization. Through the behaviors mentioned above, leaders at either end of the spectrum lead to decreased productivity and worker engagement. After time, this results in failed projects, loss of customers and, most importantly, loss of top talent in the organization. Claiming that these types of leaders cost their organizations millions of dollars is no exaggeration. So, here are some tips that can help you avoid being a liability to your company.

Accept that you are not perfect. Surround yourself with Population who compliment you, individuals whose strengths are in the areas you are weak on. Focus on your strengths! Maximize them while working on the areas you need to improve for the job you are in and the one you aspire to be. Every job needs distinct skills. Surround yourself with Population who are not afraid to give you honest feedback. Be an open-minded leader. Listen to what those around you have to say, even when their ideas are great than yours. Take calculated risks. Understand that failure is part of success. If you fail, pick yourself up, dust yourself off, learn from it and move on. Continue to grease your wheels, otherwise you will get rusty. Personal and professional improvement should never stop!

Source:

Northouse, P.G. (2010). Leadership ideas and Practice. California: Sage Publications.

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