Work and power

Leadership: authority, effectiveness, and personality

Being selected as a leader and leading effectively are different outcomes.

Educational perspective

What the research distinguishes

Grijalva and colleagues’ meta-analysis distinguished leadership emergence from leadership effectiveness. Narcissism was associated with emergence, while the overall linear relationship with effectiveness was absent. The authors also examined nonlinear patterns and differences in rating sources. This is not a recommendation to cultivate narcissism, and it does not rank an individual leader.

Evaluate what the role requires

Ask whether a leader obtains relevant information, hears disagreement, sets understandable priorities, and acknowledges errors. Define outcomes for the actual role rather than assuming that charisma, dominance, or risk-taking is sufficient.

Build accountability into authority

Identify how concerns can be raised, who can challenge an important decision, and how interests and responsibilities are disclosed. A system that depends entirely on one person’s good intentions is harder to evaluate.

Apply the same standard to yourself

When you hold authority, ask what would change your mind. Invite specific feedback and examine whether disagreement carries an unnecessary personal cost for others.