Leadership Doubt has significant negative impacts on Leader effectiveness but also on their entire team!
Nicolas BEHBAHANI
Global People Analytics & HR Data Leader - People & Culture | Strategical People Analytics Design
?? Workload and team performance issues were the most commonly reported triggers of Leadership Doubt, and instances of doubt led to decreased productivity, feelings of burnout, and lower revenue. 6 out of 10 leaders report experiencing more burnout as a result of Leadership Doubt. Leadership Doubt can cause a successful and effective leader to believe that they’ve reached their leadership potential and seriously question their ongoing future as a leader, according to a new interesting research entitled "Leadership Doubt Index" published by The Confident Leader using data from 600 US Leaders with companies over 1000 employees and majority with 6 direct reports.
?Cause of Leadership Doubt
Researchers have found that the causes of doubt in leadership are many and diverse, but mainly lack of time, performance issues of their team and disruptions in the industry are the main reasons.
?Significant negative impact of Leadership Doubt
Researchers noticed that
?46% of leaders believe they’ve hit their leadership potential,
?41% have considered changing jobs.
?32% have attributed negative revenue growth to their leadership doubt.
?Leaders have questioned an aspect of their leadership
Researchers found that 97% of leaders have questioned a critical aspect of their leadership and 92% do?not associate with the term "imposter syndrome," which is currently the primary term used to articulate a feeling when leaders are uncertain about their abilities
?Decreased performance in 5 critical skills
Researchers noticed that nearly 6 out of 10 leaders report decreased performance in 5 below critical skills as a result of their doubt :
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1?? Innovation
2?? Creating Vision
3?? Delegation
4?? Prioritization
5?? Creating Culture
?Leadership doubt have negative impact on Leaders behavior
Researchers found that leaders suffer maladaptive behavior as a result of their Leadership Doubt. They work harder than normal, they are overly critical and frustrated with themselves and their team.
?Frequency of Leadership Doubt
Researchers found that a majority of leaders (56%) question an aspect of their leadership on a?monthly basis, 42% of leaders had questioned their leadership within the past week but unresolved leadership questions devolve into Leadership Doubt.
Over half (54%) of leaders experience long-term, chronic leadership doubt.
?? Finally researchers conclude that not all doubt is the same. It’s not vague and amorphous. There are four distinct types each with its own solution.
Thank you ?? The Confident Leader researchers team for these insightful findings:
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1 年Nicolas BEHBAHANI thank you for highlighting our work. We are super excited to drop (last Wednesday) the first-of-its-kind Leadership Doubt Index. You did a beautiful job of highlighting some of the key findings namely: 97% of all "successful" leaders experience Leadership Doubt at some point. These leaders know they have earned their spot and are rightfully in their post yet they experience less than full confidence. As a cousin to the well known Imposter Syndrome, we are highlight a new lane in the area of leadership giving a vocabulary to the reality of leaders who are on the frontlines experiencing things we've never seen before. Thank you for pulling us across the pond and sharing this incredible work with your amazing audience.
Vivo Team is the ONLY digital L&D company that uses unique, internationally award-winning processes and analytics to build your company into one that is winning in the marketplace with people & profits.
1 年You can't eat your soup with a knife. Ok I'm going to do some speculation here based on my 59 years' experience. 6 0f 10 leaders experience more burnout because they stick to one leadership style no matter the situation - kinda like using your putter to drive the golf ball and vice versa. So then, sadly, as you point out all kinds of self-doubt aris as Dave Ulrich points out, rise to the surface. IMO this mostly a "fundamental attribution error" problem - blaming the person-leader rather than addressing the systemic issue of, say, lack of leader and team development to deal with changing circumstances. Here's a model to effectively deal with ccccchhhanges. (Bowie) Thoughts? jim
Nicolas BEHBAHANI thanks for resharing with your audience. We are excited to contribute this research to the discussion related to leadership during these interesting times.
We work with clients in the industrial manufacturing, food & pharmaceutical spaces to help identify opportunities for operational improvements and facilitate solutions leading to stable profit making. Let's talk!
1 年Great post, thank you for sharing!
Speaker, Author, Professor, Thought Partner on Human Capability (talent, leadership, organization, HR)
1 年Nicolas BEHBAHANI Fascinating research, thanks for sharing. My sense is that "leadership doubt" is multidimensional. *imposter syndrome ... when leaders feel they are in a role or job that they are not fully qualified to handle which may increase doubt *Aspirations should exceed resources ... good leaders (and people) aspire beyond their current abilities (taught to me by CK Prahalad, a mentor) which implies that some doubt may be healthy *vulnerability vs. self confidence ... a paradox where leaders share their weaknesses but also have enough self confidence to create confidence in others, thus managing doubt paradox *leadership personal resources ... we found that leaders who have physical, intellectual, social, emotional, and spiritual resources can cope with the demands they face, or finding resources to overcome doubtb Again, fascinating research on "doubt" which seems both inevitable and worth facing (replace helplessness with hopefulness: https://www.dhirubhai.net/pulse/overcoming-emotional-funk-how-replace-helplessness-dave-ulrich/)