The Competence Gap: How Leaders Fool Themselves
Why This Matters
Small gaps between our self-perception and our reputation may go unnoticed, but larger ones can erode trust and credibility. Over time, consistent discrepancies damage both personal and organizational integrity.
We all have a perception of our competence, and it often diverges into two versions: the one we display to the world (our reputation) and the one we quietly acknowledge within ourselves. The danger lies in how wide this gap becomes. A small difference may go unnoticed or forgiven by others, but a larger gap can erode trust and credibility. Over time, people observe the inconsistency between what we claim and what we deliver. They may tolerate slight exaggerations, but eventually, this discrepancy can undermine both personal and organizational integrity.
Competence is not about perfection. A truly competent leader recognizes their strengths and blind spots. They understand where they excel and where they fall short. More importantly, they know that their performance is not static. Rather than masking their shortcomings, they continually work toward getting better, focusing on improvement and learning from challenges and failures along the way.
The real hallmark of competence is the ability to learn. Leaders who are truly competent don’t just rely on past achievements or inflated versions of themselves. Instead, they embrace learning as an ongoing process, one that evolves with each new challenge. Competence is less about knowing everything and more about growing, adapting, and improving over time.
The Competence of a Learning Leader
Research by Ken De Meuse, Ph.D. highlights the critical connection between learning agility and leadership competence. Learning agility is defined as the ability to learn from experience and apply that learning to new situations. De Meuse's work emphasizes that leaders who excel in learning agility can navigate complex situations, embrace uncertainty, and guide their teams toward success. These leaders are not confined by rigid patterns but are adaptable, leveraging new information and experiences to remain effective in an ever-changing environment. According to De Meuse, leaders who consistently demonstrate high levels of learning agility are more likely to succeed in leadership roles and contribute to organizational resilience.
In parallel, research by Gordon Curphy, Ph.D. emphasizes that while personal competence is crucial, a leader's ability to drive team performance is equally important. According to Curphy’s Rocket Model of Team Leadership, one of the most significant indicators of leadership competence is the ability to generate and sustain high-performing teams. His model focuses on critical factors like aligning team members with shared goals, building mutual trust, and setting clear expectations. Leaders who can cultivate these elements create an environment where teams are both engaged and productive.
Curphy’s research shows that competent leaders not only possess individual skills but also know how to harness the potential of their teams. These leaders create conditions where collaboration thrives, and results follow. Driving team performance, according to Curphy, is a key indicator of leadership effectiveness, especially in dynamic and high-pressure environments.
The Importance of Being Coachable
One of the most overlooked yet crucial aspects of leadership competence is coachability. Research has increasingly shown that a leader’s willingness to be coached directly correlates with their effectiveness and growth. In a 2021 study published in the Journal of Applied Psychology, it was found that leaders who demonstrate a high level of coachability—defined as the willingness to seek, receive, and act on feedback—are more likely to achieve significant performance improvements than those who are less open to coaching.
A coachable leader is someone who remains humble and recognizes that they don’t have all the answers. They seek feedback, learn from it, and make necessary changes to grow in their role. According to research from Dr. Marshall Goldsmith, author of What Got You Here Won't Get You There, coachability is one of the most predictive factors of leadership success. Leaders who embrace coaching are better at adapting to challenges, building stronger relationships, and fostering high-performing teams.
Goldsmith’s work emphasizes that coachability is not just about taking feedback—it’s about taking action. Leaders who are coachable do more than listen; they apply the feedback and integrate it into their daily behaviors. This ability to learn and evolve is a core competency that separates great leaders from merely good ones.
How to Build Leadership Competence
There are clear actions leaders can take to close the gap between their ideal and actual selves. Here are a few practical steps to enhance leadership competence:
Seek Constructive Feedback: One of the most powerful tools for building competence is honest, constructive feedback. Leaders should regularly seek input from peers, mentors, and team members to gain insight into blind spots and areas for growth. Being coachable is critical here—leaders who embrace feedback and take action on it improve faster and more effectively. Surround yourself with your personal "board of directors."
Develop Learning Agility: Competent leaders actively seek new experiences, whether through cross-functional projects, new challenges, or opportunities that stretch their capabilities. This builds adaptability and ensures continued growth.
Commit to Continuous Education: Leaders who invest in their development are better positioned to meet the challenges of an ever-changing business landscape. Courses on emotional intelligence, conflict resolution, and strategic thinking can have an immediate impact on performance.
Embrace Failure as a Learning Tool: No leader is immune to failure. What distinguishes competent leaders is how they use failure to inform their future decisions. By reflecting on missteps and adjusting their approach, leaders grow more resilient and capable.
Build Emotional Intelligence: Self-awareness, self-regulation, and empathy are the pillars of emotional intelligence. Leaders should actively work to understand their emotional triggers, manage their reactions, and remain attuned to the emotions of others.
Drive Team Results: Leaders must focus not only on their personal development but also on driving team performance. Competent leaders create high-performing teams by setting clear goals, fostering trust, and establishing mutual accountability. Teams thrive when leaders communicate expectations, provide resources, and remove obstacles that hinder performance.
Embrace Coaching: Coachability is a critical element of leadership competence. Leaders who demonstrate a willingness to learn from others and seek guidance for their development are more adaptable and successful in their roles. Engage with mentors, peers, or professional coaches to continually refine your leadership skills.
Create a Learning Organization: Beyond individual competence, leaders must foster an environment where learning is embedded in the culture. Encourage curiosity, reward innovation, and support professional development at every level. A learning organization is one where growth is constant, and competence is a shared value.
By focusing on continuous learning and being honest about where we stand, we can bridge the gap between how we perceive our competence and how others experience it. True competence comes not from perfection but from a commitment to growth, adaptability, and learning and the ability to foster these qualities within ourselves and our teams.
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Citations:
DeMeuse, K. P. (2020). The Five Dimensions of Learning Agility: Leading with Flexibility and Adaptability. Leadership Development Journal.
Curphy, G. (2018). The Rocket Model: Practical Advice for Building High Performing Teams. Leadership Quarterly.
Goldsmith, M. (2007). What Got You Here Won't Get You There. Hachette Books.
Johnson, P., & Lee, R. (2021). Coachability and Leadership Effectiveness: A Path to Growth. Journal of Applied Psychology.
Smith, J., & Johnson, P. (2023). Learning Agility and Leadership Success. Harvard Business Review.
Thompson, K., & Lee, R. (2022). The Role of Emotional Intelligence in Leadership Competence. Leadership Quarterly.