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Workplace discrimination


WHY DO SO MANY INCOMPETENT MEN BECOME LEADERS?

The real gender issue isn’t a lack of qualified women, but a surplus of
unqualified men.
by
 * Tomas Chamorro-Premuzic

by
 * Tomas Chamorro-Premuzic

August 22, 2013
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Summary.    Why are so few women in management positions? The popular
explanations range from women just aren’t capable of being leaders to women just
don’t want to be leaders. According to the author, however, the absence of women
in leadership roles has less to...more
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There are three popular explanations for the clear under-representation of women
in management, namely: (1) they are not capable; (2) they are not interested;
(3) they are both interested and capable but unable to break the glass-ceiling:
an invisible career barrier, based on prejudiced stereotypes, that prevents
women from accessing the ranks of power. Conservatives and chauvinists tend to
endorse the first; liberals and feminists prefer the third; and those somewhere
in the middle are usually drawn to the second. But what if they all missed the
big picture?

In my view, the main reason for the uneven management sex ratio is our inability
to discern between confidence and competence. That is, because we (people in
general) commonly misinterpret displays of confidence as a sign of competence,
we are fooled into believing that men are better leaders than women. In other
words, when it comes to leadership, the only advantage that men have over women
(e.g., from Argentina to Norway and the USA to Japan) is the fact that
manifestations of hubris — often masked as charisma or charm — are commonly
mistaken for leadership potential, and that these occur much more frequently in
men than in women.

This is consistent with the finding that leaderless groups have a natural
tendency to elect self-centered, overconfident and narcissistic individuals as
leaders, and that these personality characteristics are not equally common in
men and women. In line, Freud argued that the psychological process of
leadership occurs because a group of people — the followers — have replaced
their own narcissistic tendencies with those of the leader, such that their love
for the leader is a disguised form of self-love, or a substitute for their
inability to love themselves. “Another person’s narcissism”, he said, “has a
great attraction for those who have renounced part of their own… as if we envied
them for maintaining a blissful state of mind.”

FURTHER READING

 * WHY DO SO MANY INCOMPETENT MEN BECOME LEADERS? (AND HOW TO FIX IT)
   
   Leadership & Managing People BOOK
    * Tomas Chamorro-Premuzic
   
   25.00 View Details
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The truth of the matter is that pretty much anywhere in the world men tend to
think that they that are much smarter than women. Yet arrogance and
overconfidence are inversely related to leadership talent — the ability to build
and maintain high-performing teams, and to inspire followers to set aside their
selfish agendas in order to work for the common interest of the group. Indeed,
whether in sports, politics or business, the best leaders are usually humble —
and whether through nature or nurture, humility is a much more common feature in
women than men. For example, women outperform men on emotional intelligence,
which is a strong driver of modest behaviors. Furthermore, a quantitative review
of gender differences in personality involving more than 23,000 participants in
26 cultures indicated that women are more sensitive, considerate, and humble
than men, which is arguably one of the least counter-intuitive findings in the
social sciences. An even clearer picture emerges when one examines the dark side
of personality: for instance, our normative data, which includes thousands of
managers from across all industry sectors and 40 countries, shows that men are
consistently more arrogant, manipulative and risk-prone than women.

The paradoxical implication is that the same psychological characteristics that
enable male managers to rise to the top of the corporate or political ladder are
actually responsible for their downfall. 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.

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EVEN AFTER CRITICISM, MEN THINK HIGHLY OF THEMSELVES

Women are quicker to adjust their self-image.
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Unsurprisingly, the mythical image of a “leader” embodies many of the
characteristics commonly found in personality disorders, such as narcissism
(Steve Jobs or Vladimir Putin), psychopathy (fill in the name of your favorite
despot here), histrionic (Richard Branson or Steve Ballmer) or Machiavellian
(nearly any federal-level politician) personalities. The sad thing is not that
these mythical figures are unrepresentative of the average manager, but that the
average manager will fail precisely for having these characteristics.

In fact, most leaders — whether in politics or business — fail. That has always
been the case: the majority of nations, companies, societies and organizations
are poorly managed, as indicated by their longevity, revenues, and approval
ratings, or by the effects they have on their citizens, employees, subordinates
or members. Good leadership has always been the exception, not the norm.

So it struck me as a little odd that so much of the recent debate over getting
women to “lean in” has focused on getting them to adopt more of these
dysfunctional leadership traits. Yes, these are the people we often choose as
our leaders — but should they be?

Most of the character traits that are truly advantageous for effective
leadership are predominantly found in those who fail to impress others about
their talent for management. This is especially true for women. There is now
compelling scientific evidence for the notion that women are more likely to
adopt more effective leadership strategies than do men. Most notably, in a
comprehensive review of studies, Alice Eagly and colleagues showed that female
managers are more likely to 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. In contrast, male managers are statistically less likely to bond
or connect with their subordinates, and they are relatively more inept at
rewarding them for their actual performance. Although these findings may reflect
a sampling bias that requires women to be more qualified and competent than men
in order to be chosen as leaders, there is no way of really knowing until this
bias is eliminated.

THIS ARTICLE ALSO APPEARS IN:

 * CONFIDENCE (HBR EMOTIONAL INTELLIGENCE SERIES)
   
   Leadership & Managing People Book
   19.99 View Details
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In sum, there is no denying that women’s path to leadership positions is paved
with many barriers including a very thick glass ceiling. But a much bigger
problem is the lack of career obstacles for incompetent men, and the fact that
we tend to equate leadership with the very psychological features that make the
average man a more inept leader than the average woman. The result is a
pathological system that rewards men for their incompetence while punishing
women for their competence, to everybody’s detriment.

Women in Leadership
Special Series
 * Educate Everyone About Second-Generation Gender Bias
 * Tell Me Something I Don’t Know About Women in the Workplace
 * A Fairer Way to Make Hiring and Promotion Decisions
 * Solving the Law Firm Gender Gap Problem

MORE FROM THE AUTHOR

 * WHY DO SO MANY INCOMPETENT MEN BECOME LEADERS?: (AND HOW TO FIX IT)
   
   Book
   View Details

Read more on Workplace discrimination or related topics Gender, Leadership
qualities and Psychology
 * Tomas Chamorro-Premuzic is the Chief Innovation Officer at ManpowerGroup, a
   professor of business psychology at University College London and at Columbia
   University, co-founder of deepersignals.com, and an associate at Harvard’s
   Entrepreneurial Finance Lab. He is the author of Why Do So Many Incompetent
   Men Become Leaders? (and How to Fix It), upon which his TEDx talk was based.
   Find him at www.drtomas.com.
   drtcp

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Read more on Workplace discrimination or related topics Gender, Leadership
qualities and Psychology



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LIVERAMP

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GROUPM UK LIMITED

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LOOPME LIMITED

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DYNATA LLC

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NEAR INTELLIGENCE

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BIDSWITCH GMBH

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IPONWEB GMBH

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NEXTROLL, INC.

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TEADS FRANCE SAS

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STRÖER SSP GMBH (SSP)

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STRÖER SSP GMBH (DSP)

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PLATFORM161 B.V.

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ADACADO TECHNOLOGIES INC. (DBA ADACADO)

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MEETRICS GMBH

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BOMBORA INC.

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SPOTX, INC

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EASYMEDIA GMBH

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ADVANCED STORE GMBH

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MAGNITE CTV, INC.

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CLOUD TECHNOLOGIES S.A.

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JIVOX CORPORATION

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GEMIUS SA

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NEODATA GROUP SRL

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INNOVID LLC

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NEUSTAR, INC., A TRANSUNION COMPANY

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SALESFORCE.COM, INC.

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ONLINE SOLUTION

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CINT AB

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GFK SE

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AMAZON ADVERTISING

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