Self-confidence versus arrogance: The tightrope walk of successful managers

In Englisch, Leaders Hill

Summary

This article emphasizes the importance for leaders to project self-confidence without crossing into arrogance, providing a checklist to reflect on their behavior.

What it’s all about

It is essential for managers to appear self-confident in order to establish respect and authority and to be able to lead effectively. However, it is equally important not to cross the fine line into arrogance. Self-confidence is characterised by self-assurance and competence, while arrogance is often perceived as arrogance and disdain. This article defines this boundary and provides a checklist to help leaders identify whether their behaviour could be interpreted as confident or arrogant.

Defining the boundary between self-confidence and arrogance

Self-confidence in leadership means being aware of your strengths, making decisions competently and communicating them clearly. It is based on genuine achievement, ability and an understanding of the needs of others. Arrogance, on the other hand, often arises when managers overestimate their own abilities, show little empathy and elevate themselves above others. The line between self-confidence and arrogance is crossed when a manager’s behaviour is perceived by others as condescending, disrespectful or egocentric.

Checklist: Self-confident or arrogant?

This checklist is designed to help managers reflect on how their behaviour is perceived by employees and colleagues. It serves to ensure that the behaviour is perceived as competent and self-assured and not arrogant.

Do I…

Openness to feedback

  • actively listen and am I open to feedback, even if it is critical?
  • accept constructive criticism without reacting defensively or aggressively?

Recognition for others

  • regularly recognise the achievements and contributions of my employees?
  • share successes and publicly acknowledge that success is often a team result?

Communication style

  • communicate in a way that encourages and supports others or do I dominate conversations?
  • avoid patronising or hurtful comments, even when under pressure?

Self-reflection

  • regularly reflect on my own behaviour and its impact on others?
  • know my own weaknesses and am I working on them?

Dealing with power

  • use my position to help and promote others or to promote my own interests?
  • hold myself to the same standards and rules that I expect from others?

Empathy and respect

  • show a genuine interest in the ideas, opinions and well-being of others?
  • treat all employees with respect and dignity regardless of their position?

Self-presentation

  • present my achievements in a context that puts my role into perspective and recognises the contribution of others?
  • avoid constantly comparing myself to others or feeling superior?

Conclusion

The right level of self-awareness is critical to success as a leader. The above checklist serves as a tool to ensure that self-confidence does not turn into arrogance. Through regular self-reflection and feedback from others, a leader can improve their ability to lead authentically and respectfully, which ultimately helps to create a positive and productive work environment. Managers who master this balance.

Further reading

  • Ames, D. R., & Kammrath, L. K. (2004). Mind-reading and metacognition: Narcissism, not actual competence, predicts self-estimated ability. Journal of Nonverbal Behavior, 28(3), 187-209.
  • Hogan, R., & Kaiser, R. B. (2005). What we know about leadership. Review of General Psychology, 9(2), 169-180.
  • Maccoby, M. (2000). Narcissistic leaders: The incredible pros, the inevitable cons. Harvard Business Review, 78(1), 68-78.
  • Owens, B. P., Johnson, M. D., & Mitchell, T. R. (2013). Expressed humility in organizations: Implications for performance, teams, and leadership. Organization Science, 24(5), 1517-1538.
  • Rosenthal, S. A., & Pittinsky, T. L. (2006). Narcissistic leadership. The Leadership Quarterly, 17(6), 617-633.
  • Schyns, B., & Schilling, J. (2013). How bad are the effects of bad leaders? A meta-analysis of destructive leadership and its outcomes. The Leadership Quarterly, 24(1), 138-158.
  • Silverman, D. (2012). The ideal boss is humble, self-aware, and focused on the team’s needs. Harvard Business Review, 90(6), 28-29.
  • Tangney, J. P. (2000). Humility: Theoretical perspectives, empirical findings and directions for future research. Journal of Social and Clinical Psychology, 19(1), 70-82.
  • Van Dierendonck, D. (2011). Servant leadership: A review and synthesis. Journal of Management, 37(4), 1228-1261.
  • Vera, D., & Rodriguez-Lopez, A. (2004). Strategic virtues: Humility as a source of competitive advantage. Organizational Dynamics, 33(4), 393-408.
Published