Global business leaders are grappling with a growing crisis of confidence in their leadership abilities, according to research from strengths development organisation Strengthscope.
The study of over 1,200 leaders and their teams reveals that leaders often underrate their skills in areas like courage, strategic thinking, compassion and self-improvement — skills their teams value significantly higher.
The data shows the perception gap between how leaders rate their own effectiveness and how their teams perceive them has widened by 75% since 2019. This growing disconnect, compounded by the pressures of hybrid work, heightened post-pandemic expectations, and the increasing complexity of the workplace, has left many leaders struggling with imposter syndrome.
The Pandemic’s Lingering Impact on Leadership
The challenges of managing remote and hybrid teams, coupled with the shift toward more compassionate and human-centred leadership, have intensified the strain on leaders, the research found. Many feel less confident in their abilities despite their teams viewing their performance positively.
It’s time for leaders to recognise their achievements and continue to build on the strong foundations they have laid post-pandemic. — Dr Paul Brewerton.
Dr Paul Brewerton, chartered occupational psychologist and founder of Strengthscope, said company bosses didn’t always have the resources to cope with what they faced at work.
“Leaders have had to deal with a lot of changes over the past five years — often with limited support and skills in managing people,” he said. “If leaders are not aware of their innate strengths, they may not be aware of their impact either — and this is critical for productive and effective team dynamics.”
Dr Brewerton added that “[l]eaders should be less self-critical. It’s time for leaders to recognise their achievements and continue to build on the strong foundations they have laid post-pandemic. Their stakeholders are noticing leaders’ hard work, and leaders can afford to be a little less tough on themselves.”
Strengths Leaders Undervalue
Key leadership attributes such as courage, enthusiasm and compassion showed the largest gaps in self-perception versus team perception, with leaders rating themselves significantly lower than their teams. These qualities are especially critical during times of uncertainty and change, making it essential for organisations to address these misalignments.
For HR and L&D professionals, the research highlights the importance of focusing on leaders’ strengths rather than exclusively addressing weaknesses. “When HR and L&D teams are looking into building skills for leaders, they often look at gaps in knowledge as well as weaknesses and try to close those gaps,” said Dr Brewerton.
“While this approach can be appropriate at times, there is immense value in understanding and doubling down on the strengths of your leaders. By understanding what energises them and what they’re good at, HR teams can utilise these more effectively for better business outcomes.”
Practical Steps for Workplace Wellbeing
The report underscores the importance of providing leaders with tools and training to harness their strengths while fostering environments that encourage open communication between managers and their teams. Strengthening leadership confidence is not only essential for individual wellbeing but also crucial for maintaining team cohesion and driving organisational success.
The findings, drawn from assessments completed by leaders across finance, marketing, HR, operations and other sectors, demonstrate a clear need for businesses to invest in strength-based leadership development. As organisations face continued disruption and change, building leaders’ confidence in their natural abilities will be key to sustaining resilience and workplace wellbeing.
