“You’re wrong. I’m right,” says the boss. Later, when the opposite proves true, the line changes: “Look, that wasn’t my fault.” If you’ve ever worked with a leader who’s unwilling to admit their mistakes or listen to feedback, you’ve seen how overconfident leadership can manifest problems in the workplace. A worst-case scenario is that arrogance can sabotage goals, careers, and companies.
Self-confidence is a beneficial personality characteristic . . . right until it goes too far. In Hogan terms, confidence to the point of arrogance is described by the Bold derailer. So, how can we mitigate problems stemming from overconfident leadership? Let’s examine personality characteristics, potential consequences, and development strategies to help leaders discern the difference between confidence and arrogance.
Characteristics of Confident Leaders
The three core Hogan assessments describe a leader’s everyday strengths, counterproductive tendencies, and values. The Hogan Development Survey (HDS) measures 11 characteristics that can become counterproductive when overused. These are called derailers, or dark-side personality characteristics. It is common for one or more derailers to cause problems during times of stress, anxiety, complacency, or boredom.
The Bold derailer describes behaviours ranging from modest self-restraint to assertive self-promotion. Bold leaders are typically willing to champion themselves; they pursue their goals and ambitions with energy and drive. Bold leaders may seem unusually self-confident and entitled. They may also be reluctant to own their mistakes or accept advice or feedback.
Leaders who score high on the Bold scale often achieve success and power. Think of Mary Barra, MBA, chair and CEO of General Motors; Sheryl Sandberg, MBA, former COO of Meta Platforms and founder of LeanIn.org; and Dame Anna Wintour, media executive and former editor-in-chief of Vogue. But boldness can have a dark side. Confident and competitive on one hand but arrogant and demanding on the other, leaders with unchecked Bold behaviour can stand in the way of their own success.
Potential Consequences of Self-Confidence
The HDS measures behavioural patterns that can become unproductive and unsustainable, especially if taken to extremes. For Bold leaders, belief in one’s self-worth is a positive characteristic, but overconfidence can have negative effects if it creates problems with teamwork and collaboration.
Other expressions of Bold behaviour include seeming impulsive, self-promoting, and demanding. Bold leaders may overestimate their talents and accomplishments, ignore their shortcomings, and blame others for their mistakes. So, that leader who acts as though they’re never wrong? They likely believe that they deserve their leadership role, that they were born for greatness, and that they will always succeed.
As talented and successful as a Bold leader might seem, their arrogant behaviour can make them hard to work with. They tend to ignore feedback, test limits, and intimidate others. Without strategic self-awareness, leaders who lionise their own egos can double down on risk and leave ruined relationships in their wake.
Tips for Managing Overconfidence
Bold leaders may be content with their performance, an effect of their robust self-confidence. But, lest they follow in the example of Elizabeth Holmes, an entrepreneur convicted of defrauding investors, it can be helpful to consider some Bold actions to keep doing, start doing, and stop doing.
Bold leaders should maintain their push to achieve greatness. Their ability to view setbacks as opportunities brings an optimism that lifts teams. They should also keep directing their competitive drive outward while moderating their competition within their organisation. Bold leaders should start considering the extent to which their communication style affects their team’s performance. Leaders who seem belligerent or arrogant can unintentionally alienate their staff. Finally, Bold leaders should stop denying their mistakes, which can make them appear unable to learn from experience. The ability to acknowledge faults, apologise, and pivot is crucial in volatile, high-stakes leadership roles.
Expert Contributor
Erin Lazarus, MS, senior director of business development, leads corporate solutions consulting and commercial organisation at Hogan Assessments.
*This article originally appeared on Hogan Assessments.
