Playing the trump card: Why we select overconfident leaders and why it matters
Why do incompetent people become leaders?
A study by Richard Ronay, Janneke Oostrom, Nale Lehmann-Willenbrock, Samuel Mayoral and Hannes Rusch published in Leadership Quarterly suggests the answer is overconfidence, which is an exaggerated perception of one's abilities. Across five studies, this article shows that overconfident people signal behaviors that help them get selected into leadership roles. These effects are very robust: even when assessors are confronted with cues of low competence, overconfidence still has a positive effect on perceptions of leadership potential. Read article here.
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