Want a good leader? Don't choose the one who raises their hand first.
- 13 hours ago
- 2 min read
Thank you for reading my first newsletter, Work Notes, where I write about what I notice about leadership and behavioral change at work.
I'll start with a simple question: what are the characteristics of a good manager?
Through a message from professors Janka Stoker and Harry Garretsen, I came across an interesting study by five economists on this subject.
The economists' finding is striking: people who nominate themselves as managers perform worse than randomly selected candidates.
When a leadership position opens up, some people immediately raise their hands. They show initiative.
But wanting the job is not the same as being good at the job.
A possible explanation is overconfidence. Behavioral science research shows that confidence and competence don't always coincide. People who put themselves forward often overestimate their own abilities.
It is also interesting that men volunteer more often than women, while, on average, men and women perform equally well in leadership roles.
So what does predict good leadership?
The study shows that the ability to delegate effectively is a strong predictor of performance. The best leaders organize work so that the group functions well. They recognize who is strong in what areas and distribute tasks accordingly.
Randomly selected managers finish second.
The lowest performing group: those who volunteer themselves.
People who nominate themselves as for leadership roles perform worse than randomly selected candidates.
Predictors of leadership quality. Lars Tummers, based on the article "How do you find a good manager?" by Weidman and colleagues.
What does this mean in practice?
Need a new manager? For your team, a project, or at your sports club?
Don't select based on who shouts the loudest.
Choose the one who makes others perform better. In other words: choose a leader who is good at leadership.
Apparently, good leadership is not about wanting to be the boss.
Until next time,
Lars
This article first appeared in the newsletter Work Notes. Subscribe here.
