Category: Psychology & Anthropology

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.

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.

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
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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.

Source: Why Do So Many Incompetent Men Become Leaders?

The Banality of Systemic Evil – The New York Times

A recent poll showed that 70 percent of people aged 18 to 34 thought Edward Snowden “did a good thing.” Has the younger generation lost its moral compass?

No. In my view, just the opposite.

A good illustration of this phenomenon appears in “Moral Mazes,” a book by the sociologist Robert Jackall that explored the ethics of decision making within several corporate bureaucracies. In it, Jackall made several observations that dovetailed with those of Arendt. The mid-level managers that he spoke with were not “evil” people in their everyday lives, but in the context of their jobs, they had a separate moral code altogether, what Jackall calls the “fundamental rules of corporate life”:

(1) You never go around your boss. (2) You tell your boss what he wants to hear, even when your boss claims that he wants dissenting views. (3) If your boss wants something dropped, you drop it. (4) You are sensitive to your boss’s wishes so that you anticipate what he wants; you don’t force him, in other words, to act as a boss. (5) Your job is not to report something that your boss does not want reported, but rather to cover it up. You do your job and you keep your mouth shut.

Source: The Banality of Systemic Evil – The New York Times