10 Common Leadership Myths and How to Overcome Them

Before we start exploring leadership myths, let’s take a moment to examine these three “truth or myth” questions:

Truth or myth? Caffeine and its effects are addictive.  

Answer: We can hear it now, “I can’t start my day without it, I’m addicted!” We plane finger what some undeniability withdrawal symptoms when we don’t get our morning mash on. This is a myth! By wonted definitions of “addictive,” caffeine is not addictive.   

Truth or myth? I need less sleep as I get older.  

Answer: Yup, many of us sleep less as we get older and we seem that as we age, our sleep needs decrease. This is a myth! While getting unbearable sleep is healthier mentally and physically, we need the same value of sleep regardless of our age.   

Truth or myth? Eating at night causes weight gain.  

Answer: Many of us refrain from eating past a unrepealable time at night thinking it will lead to weight loss. Some plane prefer the timeworn practice of eating a big breakfast, a lighter lunch, and an plane lighter dinner all in the hopes of losing those pounds. This is a myth! It doesn’t matter when in the day you eat. The USDA and nutrition experts say it’s well-nigh how many calories you take in versus how many calories you burn.  

Did you know the correct wordplay to any of the myths above? If not, don’t be surprised. Most of us have come to believe these fabrications.  

Why is it that we have these beliefs and siphon them with us in our day-to-day lives? Mythology resonates soundly with us today. We have an uncanny worthiness to be worldly-wise to remember specifics well-nigh myths far increasingly readily than details well-nigh increasingly mundane matters. One of the reasons for this is that it’s much easier to recall information when it’s in the form of a narrative as opposed to in its raw state. Myths make it easy. 

Sometimes myths can be of tremendous goody to us in that we’re worldly-wise to remember a situation from which we can learn or grow. Captivating stories indulge us to make sense of increasingly multifaceted matters by crossing psychological, social, political, or plane spiritual lines. But myths have a downside as well. Without challenge, myths wilt gospel, and we can find ourselves hanging on to thoughts and practices that are simply ineffectual.  

Since myths are a comforting way to explain the unexplainable, it makes sense that we’d depend on myths to help us in our leadership journeys. When we take a ramified concept like leadership, and depend on myths to explain it, we fall into an intellectual and emotional trap that fails to serve those we lead. Tradition, legends, and sociology wilt our guiding principles and we’re veiling to the reality of today’s leadership challenges. 

Here are the 10 most worldwide leadership myths and how to overcome them:  

1. Warlike leaders get results

Not always. In fact, oftentimes forceful leaders introduce performance barriers and wrongness those who they rely on. Being warlike isn’t a sign of strength, it’s a sign of insecurities and a way to mask the weaker individual within. It often leads to relying on urgency to get things done, resulting in yellowish minimum effort and limited results. Meanwhile, loving leaders who work well with others are the ones implementation the mission.  

2. Leaders are supposed to have the answers

Let’s hope not. The ramified world in which we lead is far too volatile for us to have the answers all the time. Anyone who thinks they must have every solution is fooling themselves, but not those they work with. We all need to depend on others to fill in the gaps, requite us insights into what we might be missing, and provide their expertise. Being vulnerable and unobtrusive creates a underpass to team members, nurtures trust, and fuels creativity.  

3. Leaders don’t have unbearable time

No one feels like they have unbearable time and leaders are no different. Time is limited, there are only so many hours in the day. The weightier leaders make largest choices on how they spend their time. They put time whispered to increase their self-awareness, build relationships, and superintendency for themselves and their employees. They invest their time in their employees and know that employees will invest their discretionary energy and time in return.

“Leadership is an action, not a position.” – Donald McGannon

4. Extroverts make largest leaders

The main difference between the extrovert and introvert is that extroverts think as they speak and introverts speak without they think. To be truthful, they both bring tremendous advantages and some disadvantages to the workplace. Neither has the whet over the other where leadership is concerned. Both can exude love, be authentic, and find joy in the workplace. 

5. Leaders don’t make nonflexible decisions based on feelings

We all know that leaders make tough decisions all the time. In fact, it’s one of the things that leaders are paid to do. Often these decisions are based on data, as they should be. However, when we wiring our decisions solely on data and metrics and ignore the feelings of those who are impacted by the decisions, we miss a tremendous opportunity to build bridges, trust, and get that much needed buy in from employees. Emotional intelligence matters. 

6. Leaders tell it like it is

One of the increasingly worldwide misconceptions well-nigh leadership is that leaders are confident in what they believe — that they take a “no holds barred” tideway to telling it like it is. Rarely, if ever, is this the weightier approach. The way we unhook a message is not the way everyone receives it. Leaders need social sensation and sensitivity in order to convey their vision in ways that people can understand and be inspired. The weightier leaders have a connection with their employees and unhook the message in a way that will ultimately be largest received. 

7. Leaders make mission first

The problem with this often-repeated mantra is that a mission can’t be workaday without its people. It’s people who will implement the decisions made by leaders and devote their time and energy to mission accomplishment. They are first. If people don’t come first, mission winnings will be mediocre at best. Mission matters of course. It’s the reason that we work in any given organization. But having mission first by definition ways that everything else comes second. Waving a mission workaday flag when its people finger undervalued and uncared for is a failed mission.   

8. Leaders are highly credentialed and educated

This is perhaps one of the biggest fallacies of leadership. Not only have numerous individuals with well-known higher degrees and intellect failed miserably as leaders, but many out there without higher degrees have wilt tremendous leaders. What matters most is the worthiness to protract to know one’s self and know the people that work for them. This human connection is what matters most.  

9. Great leaders are born

This can sometimes be true, but not always. Leaders are mostly made. We all have the topics to learn to lead, and leadership takes continual work and learning throughout one’s career. We’re not limited in any way by our genetic sonnet in terms of our worthiness to influence and inspire others.  

10. People will take wholesomeness of a unobtrusive leader

This is true only if the leader allows it to happen. Leaders with humility show tremendous weft strength and are largest worldly-wise to connect with others and build upper performing, productive teams. A unobtrusive leader is moreover well equipped to write poor performance and inappropriate policies unmistakably and directly.  

We can learn a lot from mythology and such stories offer us a sense of grounding and comfort. It’s simply a lot easier to depend on things that we seem to be true as opposed to doing the nonflexible work to discover the truth for ourselves. With the time-sensitive, hyper-competitive nature of the workplace, it’s no wonder leadership myths thrive. 

What we can’t do is depend on mythology, legend, or stories as substitutes for constructive leadership. The role of the leader is far too important to fall into the trap of leaning on unproven theories well-nigh what works. Instead of unsuspicious things at squatter value, leaders must be lifelong learners and seekers of the truth well-nigh who we are, how we relate to others, and our impact on our organizations. This demands unobtrusive inquiry, discernment, and reflection on the part of leaders everywhere.

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