When self-confidence becomes responsibility

Northouse [2010] defines self-confidence as an ability to be confident in one's abilities and skills, including self-esteem and self-confidence. Everyone agrees that self-confidence is an important feature of anyone in a leadership position. You have the right amount of self-confidence. According to the leader and the situation, confidence can range from very low to very high. Leaders in either side of this range are the responsibility of their organization.

When leaders are at the low end, their self-confidence may come from low self-esteem or lack of work experience. If it comes from inexperience, the leader only needs to admit it and accept the wise advice of the right person. However, when low self-esteem comes from low self-esteem, the leader is in dangerous water. Low self-esteem can lead to a lack of self-confidence or overconfidence. In either case, the leader becomes a responsibility.

Leaders with low self-esteem:

• Unable to make the right decision for the organization.


• Focus on being "discovered" by others. They feel threatened by anyone who seems to know more than they do, so they are not open to other people's ideas and suggestions.


• Indecisive, leading to delays throughout the organization. They either spend too much time making decisions or changing their minds often.


• Unable to assume the wrong ownership.


• Try to please everyone.


• Not paying attention to their strengths and how they contribute to the organization leads to personal inefficiency.

In one example, a leader who lacks confidence in his or her abilities often fears being better off being performed by his subordinates. Therefore, whenever a subordinate raises the idea that the leader feels threatened, he will provide an excuse or reason why that particular member should not continue the idea. This situation has occurred repeatedly, and its impact is that the organization is destined to be mediocre. Employee engagement is reduced, creativity is stopped, and productivity is declining. In the end, the leader's department became dispensable and was cut back when the company was reorganized.

In the high-end arena, overconfident leaders are considered arrogant or arrogant.

Arrogant leader:

• Take yourself seriously and make them narrow. Instead of looking at the big picture, they are swallowed up by their own prejudice and have not made the right decisions for the organization.


• Create a culture of "Yes". People around such leaders will only say what they think the leader wants to hear, not what they need to say.


• Because of the lack of openness to new ideas that are not his or her, it inhibits creativity and initiative.


• Because they think they don't need to improve, they can't get the best level. The reality is that no matter where you are in your career, in order to stay in top shape, you must constantly strive to improve your skills and leadership.

Consider an overconfident vice president of a Fortune 500 company who decided to sell new products to former customers through oversold. He believes his employees just need to keep up with him. After all, he has been a vice president for many years. He did not decide to consult any expert in this regard, nor did he understand the reasonable time frame or the feasibility of creating the product he promised the customer. He did win the contract but failed in delivering the product and lost customers who have had business with the organization for many years. In addition, the company's top talents are burned out and work too much time to create. Leaders must be careful not to extend their employees to such extremes that they have been set to fail.

No matter which aspect of the leader you are, you are responsible for your organization. Through the above behaviors, leaders at both ends will lead to reduced productivity and employee engagement. After a while, this can lead to project failures, customer churn, and most importantly, the loss of top talent in the organization. It is not an exaggeration to claim that these types of leaders spend millions of dollars on their organizations. So here are some tips to help you avoid taking responsibility for your company.

• Accepting you is not perfect. Let yourself be with people who compliment you. The strength of these people lies in your weaknesses.


• Focus on your strengths! Make the most of them while dealing with the areas you need to improve and the work you want. Every job requires different skills


• Revolve around those who are not afraid to give you honest feedback.


• Be an open-minded leader. Listen to what people around you are saying, even if their ideas are better than yours.


• Calculate the risk.


• Understanding failure is part of success. If you fail, clarify yourself, soil yourself, learn from them and move on.


• Continue to lubricate your wheels or you will rust. Personal and professional development should never stop!

Resources:

Northouse, P.G. [year 2010]. Leadership theory and practice. California: Sage Press.

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