Insecurity…and Leadership?
One of the challenges of using Cowardly Leadership as the title of these blogs is that, by definition, it is in itself an oxymoron. Yet, we all know people who meet the definition, so it nevertheless “fits.” In the same way, a logical, rational person agrees that insecurity and leadership are also very much oppositional concepts. I mean, how can someone be, really, an insecure leader?
As I write about personal examples I have seen, and research traits of cowardly leaders, a few commonalities become clear. I’ve written about many of these, and I encourage you to look through the archives and read (or re-read) to have an idea of some of what Cowardly Leaders do: abdication of power, the “know-it-all” mentality, hubris and infallibility, and others. Those who are in positions of power and authority who step back and give their authority to others; or who loudly proclaim “I’m an expert because I was elected;” or who hide behind the coattails of the elected official who appointed them, often have one thing in common:
Insecurity
Insecurity in leaders may sound counter-intuitive, but we see it all the time, especially at the local level. It is often is manifested in those in leadership positions through hubris: lack of confidence, overbearing pride, insolence and arrogance according to Webster’s Dictionary. According to Emotional Competency, hubris is “unrealistically high self-esteem, and self-esteem that exceeds authentic stature.”
Let’s be clear. Insecurity is not a type of humbleness or modesty. An insecure leader has little to no confidence in their ability to lead. He or she doesn’t feel comfortable making difficult decisions, and often delegates responsibilities to subordinates. By contrast, a modest leader most definitely has significant confidence in himself or herself. Due to being knowledgeable and unafraid to act on that knowledge, a modest leader doesn’t have to “prove” or announce his or her value. But that modest leader isn’t afraid to make the decision, either.
At the 2008 annual meeting of the Society of Experimental Social Psychology in Sacramento, UC Davis psychologist Cynthia Pickett presented findings from a series of studies. She and her co-investigators found that displays of hubristic group pride “might actually be a sign of group insecurity as opposed to a sign of strength.” I believe if Ms. Pickett visited some local city council and school board meetings, she and her co-investigators would easily find those hypotheses confirmed.
I have experienced cowardly leaders who exhibit various traits. Those that exhibit hubris almost unfailingly seem to be compensating for a level of insecurity, even an inferiority complex. Study after study in Psychology Today and elsewhere detail the link between hubris and insecurity. Persons suffering from insecurity and feelings of inferiority exhibit two general personality traits: reserved, withdrawn, shy, especially among those who are introverts; or, bombastic, hubristic, narcissistic by those who are extroverts. The latter group typically are those who run for office, and once elected, exhibit the “I am an expert, I KNOW” traits that we as citizens and professionals in the workforce must tolerate.
So- next time you run into that politician who declares, ” I know what I’m doing, I have been at this for four long weeks,” remember what the experts say about hubris, narcissism, and insecurity.
