John Taylor, Professor of Economics at Stanford University and developer of the "Taylor Rule" for setting interest rates | Stanford University
John Taylor, Professor of Economics at Stanford University and developer of the "Taylor Rule" for setting interest rates | Stanford University
The link between ambition and leadership effectiveness has been questioned by new research from Stanford Graduate School of Business. The study, led by Francis Flynn, professor of organizational behavior at Stanford, along with Shilaan Alzahawi and Emily S. Reit, examined the relationship between ambition and leadership competence.
Flynn explains that society often assumes a connection between leadership ambition and aptitude. "We largely rely on opt-in mechanisms to populate our pools of potential leaders," he says. However, the assumption that those who want to lead are best suited for leadership roles is being challenged.
The research involved over 450 executives in a leadership development program at Stanford GSB. They assessed their own competencies in areas such as motivating others and managing collaborative work. Their managers, peers, and direct reports also rated them on these competencies.
Findings revealed a gap between self-assessed leadership ability and external evaluations. Alzahawi notes, "Individuals with higher levels of ambition are more likely to hold positive views of their own effectiveness." Yet ambitious individuals were not seen as more effective than less-ambitious peers by those they worked with.
This perception gap was evident in seven out of ten competencies evaluated. While direct reports perceived ambitious leaders as better motivators, the discrepancy was notable compared to ratings from managers and peers.
Gender did not influence these results; both men and women showed similar patterns regarding ambition and perceived effectiveness. Further studies confirmed these findings across different samples.
Flynn emphasizes the importance of recognizing untapped potential in leader selection processes. He suggests using evidence-based assessments like 360-degree feedback tools to identify capable leaders who might be overlooked due to lower ambition levels.
Alzahawi highlights that current leader selection methods may exclude qualified individuals who are less confident or self-promoting. Flynn recommends proactive recruitment strategies to ensure diverse talent pools for future leadership roles.
"Leader selection should be an opt-out, not an opt-in situation," Flynn advises, suggesting companies improve internal labor market management to include all qualified candidates when opportunities arise.
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