Why Do So Many Incompetent Men Become Leaders? A Scientific Perspective on Leadership Selection Bias
Leadership should be about competence, wisdom, and integrity—yet too often, those who rise to the top are anything but. Across industries, politics, and institutions, many leaders seem unaware of their own shortcomings. They make reckless decisions, ignore expert advice, and create environments of stress and disengagement.
What’s even more surprising is that research suggests these ineffective leaders are overwhelmingly men. The question, then, is not just why there aren’t more women in leadership, but rather: why do so many incompetent men end up leading?
The answer lies in three powerful psychological and societal biases: our tendency to mistake confidence for competence, our attraction to charisma over effectiveness, and our fascination with narcissistic personalities.
The Confidence Illusion: When Self-Belief Outweighs Ability
Imagine two people applying for the same leadership role. One is calm, thoughtful, and experienced, but prefers to let their work speak for itself. The other walks into the room exuding confidence, makes bold claims about their leadership abilities, and speaks as if they were born to lead.
In many cases, the second candidate is more likely to be chosen—not because they are better suited for the role, but because they project confidence, even if they lack real competence.
This happens because people tend to assume that those who are self-assured must know what they’re doing. But psychological research suggests otherwise. There is little connection between how competent people think they are and how competent they actually are. In fact, the more a person overestimates their abilities, the more likely they are to make poor decisions, reject constructive feedback, and create dysfunctional workplaces.
Unfortunately, these overconfident individuals often climb the leadership ladder quickly, not because they deserve to, but because people mistake arrogance for ability.
The Charisma Trap: When Leadership Becomes a Performance
Modern society celebrates charisma. Leaders who speak with flair, captivate audiences, and dominate conversations are often admired—even when their leadership skills are lacking. In an age of mass media and digital influence, a leader’s ability to command attention can overshadow their actual effectiveness.
Think of the most widely recognized leaders in history. Many of them are remembered not for their sound decision-making but for their ability to inspire, entertain, or create spectacle. Charismatic leaders often thrive in public view, but when it comes to real leadership—making tough decisions, listening to diverse perspectives, and fostering trust—they frequently fall short.
Yet, the quiet, competent leader—the one who analyzes data, listens before speaking, and leads with humility—is often overlooked. They are not the ones making headlines or dominating discussions, but they are the ones who truly create stability, innovation, and long-term success.
The Narcissism Problem: Why We Admire the Wrong Traits in Leaders
Perhaps the most dangerous reason why incompetent individuals rise to leadership is society’s admiration for narcissism.
Throughout history, people have been drawn to leaders who present grandiose visions, make sweeping promises, and act as though they are the only ones who can “save” an organization or a country. These individuals thrive on admiration and surround themselves with people who reinforce their self-image rather than challenge them with critical thinking.
The problem is that narcissistic leaders lack empathy, make impulsive decisions, and prioritize their own success over the well-being of their teams. They are skilled at self-promotion, but not at leading with responsibility.
What makes this even more alarming is how leadership culture encourages this mindset. The “fake it till you make it” philosophy rewards those who act confident, regardless of their abilities. Many leadership books and self-help guides tell people to “believe in themselves at all costs” and to “push forward, even when others doubt them.” But when self-belief is not backed by real skill or wisdom, it becomes dangerous.
How Do We Change This?
If society wants better leaders, it must change how it selects them.
Leadership should not be about who can speak the loudest, make the biggest promises, or dominate the conversation. Instead, leadership should be about who can think critically, build trust, and make decisions that benefit others rather than their own egos.
It requires redefining leadership success—valuing integrity over charisma, humility over overconfidence, and long-term impact over short-term spectacle. It means looking beyond the surface and recognizing that the best leaders may not always be the ones who seek power, but rather the ones who approach leadership as a responsibility rather than an entitlement.
Perhaps then, leadership will no longer be a game won by those who simply believe they deserve it—but by those who have actually earned it.
