When thinking about what separates confidence from arrogance, there can be a fine line between the two. Most people have opinions on what constitutes arrogance from personal experience. We’ve all encountered individuals who we perceive to be arrogant, but where does the distinction come from – is it a matter of opinion?
The truth is that the lines between arrogance and confidence are intertwined and easily blurred. Thinking about this in a leadership context – if these attributes are difficult to define in others, how much harder is it for leaders to recognise in themselves when there is much more at play? Expectation from colleagues and wider teams, the pressure to ‘prove’ yourself as a capable leader – it can be easy to try too hard to appear confident and end up demonstrating overconfidence or arrogance.
Confidence is absolutely essential for success in a position of leadership, but arrogance is a behaviour that could threaten effectiveness as a leader. Research from the University of Sussex found that humble leaders actually wield significant influence within their organisations through informal mentoring and building human capital¹.
In this blog, we explore how to recognise the critical differences between confidence and arrogance and how to manage these behaviours in the context of a leadership role.
Recognising When Overconfidence Masks Insecurity
As a leader, time is often consumed thinking about the behaviours and actions of teams. Revisiting or auditing our own behaviours is not something we tend to do regularly, unless something is highlighted and there is a reason to question it.
There is a certain amount of assertiveness needed in leadership. Teams look to leaders not just for specific guidance but to be the reliable figurehead to provide consistency and stability. But this ‘fake it till you make it’ approach can often have the opposite effect on teams.
Common Behaviours That Signal Arrogance
The following are common behaviours that leaders can demonstrate when trying to double down in an effort to appear confident in their own decisions:
Dismissing Alternative Perspectives
Believing that their opinion is the ‘right’ one, without listening to all members of the team or stakeholders in order to make a fast decision to progress a project. Research indicates that arrogant leaders display contempt towards the advice and criticism of others².
Avoiding Vulnerability
Reluctance to admit when they are not 100% sure of which direction to take something, or even attempting to cover up when things aren’t going right. This can damage team trust and psychological safety.
Discounting Others’ Expertise
The inability to take on board opinions from employees with less experience than them. However, confident leaders recognise that valuable insights can come from any level within the organisation.
No leader gets it right 100% of the time. It can be tempting to try and overcompensate as a leader when feeling slightly out of depth, but this is inadvisable.
Building Genuine Self-Belief Through Reflection
You will have been appointed to your leadership role as a result of expertise in your field. Naturally, you will have a certain amount of self-belief in your technical skills and abilities, but what about the people skills needed to do the job as a leader – how confident do you feel in them?
It probably won’t surprise you that a certain proportion of leaders and senior leaders experience imposter syndrome – or a lack of confidence in their own aptitude as a leader. Even if those around you have confidence in your abilities, this does not always translate into your own psyche.
Strategies for Increasing Self-Confidence
To increase self-confidence, it is not about taking on more work or striving for better results to ‘prove’ yourself. Instead, look to regularly self-reflect on leadership skills and competencies.
Regular Self-Assessment
Increasing self-belief is achieved by reflection, having honest self-assessments about current strengths and weaknesses and demonstrating the ability to work on things about yourself that you want to improve.
Seeking Constructive Feedback
You can also ask your close team and your own management for leadership areas they think you could work on. Studies show that 71% of employers value emotional intelligence more than technical skills when evaluating candidates³.
Acknowledging Growth Areas
Confident leaders recognise their limitations and work hard to improve. In contrast, arrogant individuals refuse to acknowledge that they have weaknesses or make mistakes, which can be harmful to organisational agility.
Practising Humility and Honesty With Teams
As a leader, one of the most difficult challenges can be when the team is looking to you for guidance and you can’t give them the answers they are looking for. This could be either due to not wanting to share negative news or updates, not being certain on the outcomes or decisions being made with the wider management team, or due to a straightforward gap in your own knowledge.
The Power of Authentic Leadership
Teams will always react better to honesty than you might think. If you don’t have the update, answer, skills or knowledge they are looking for, being honest about this is always the best course of action.
Admitting Knowledge Gaps
No-one is going to benefit from pretending to have all the answers. Be ready to admit when there is a skill or knowledge gap in your own skillset and be honest with your team about this.
Building Trust Through Vulnerability
Despite what you might think, admitting your weaknesses is a way to develop your own confidence – it makes you human and increases your potential to learn. This authentic approach builds trust and creates a culture where team members feel safe to admit their own challenges.
Creating Collaborative Solutions
When you’re uncertain, involve your team in finding solutions. This not only generates better outcomes but also develops their problem-solving capabilities and increases engagement.
Research from the London School of Economics found that humble leaders engage in behaviours that develop others naturally and, through this informal mentoring, build human capital and gain prestige, respect and prominence¹.
Maintaining the Balance Between Confidence and Humility
Often, arrogance comes from overcompensation, when leaders who don’t feel totally in control of a situation look to mask this with supposedly confident behaviours.
Practical Steps for Self-Awareness
Increasing and maintaining confidence in leadership skills without this tipping over into arrogance is something that leaders must be aware of.
Regular Leadership Style Review
No matter how long you have been in your leadership role, regularly revisit your leadership style. Consider how your approach impacts others and whether it aligns with your values and the organisation’s culture.
Monitor Tone and Content
Be aware of the tone and content of your interactions. Ask yourself: Am I listening more than I’m speaking? Am I genuinely considering others’ perspectives? Am I open to being wrong?
Seek Continuous Feedback
Actively seek feedback from your direct reports and other colleagues in order to maintain mutual respect and strengthen your working relationships with your team. Create regular opportunities for honest dialogue about your leadership approach.
Develop Emotional Intelligence
Focus on developing self-awareness, self-regulation and social skills. Studies indicate that the demand for emotional intelligence skills is likely to grow by six times in the next 3-5 years³.
Frequently Asked Questions About Confidence Vs Arrogance
Taking Action on Leadership Development
Often, arrogance comes from overcompensation, when leaders who don’t feel totally in control of a situation look to mask this with supposedly confident behaviours. The research is clear: humble, confident leaders who are willing to learn, admit weaknesses and develop others are the most successful in the long term.
Increasing and maintaining confidence in leadership skills without this tipping over into arrogance requires ongoing awareness and commitment. By regularly revisiting your leadership style, being aware of how you interact with others and actively seeking feedback, you can build the kind of confidence that inspires teams and drives organisational success.
The journey from good to great leadership isn’t about having all the answers. It’s about having the confidence to ask the right questions, the humility to learn from others and the self-awareness to keep growing throughout your career.