Why Do So Many Incompetent Men Become Leaders?: (And How to Fix It) by Tomas Chamorro-Premuzic

Everyone is aware of the problem: despite decades of progress in gender and racial equality, the upper echelons of companies, governments and social organizations remain dominated by men—and, generally speaking, not particularly competent ones.

So why is this the case? And what can be done to ensure that competent people—regardless of their gender, race or ethnicity—have an equal chance to become leaders?

To answer these questions, we need to understand the fundamental causes behind the gender leadership gap. The underlying issue is that men who are arrogant and boastful are seen as being more competent, even when they are not. Women, conversely, have to work hard to prove they are capable of handling a leadership role, while men simply have to show up. This is a manifestation of cultural biases, which prevent us from seeing leadership potential in those who do not fit the existing male-dominated leadership profile.

In a highly competitive environment such as the modern business world, many companies rely on personality traits such as confidence and assertiveness in order to quickly identify the best candidates for a leadership role. Women, who are often more reserved and introspective, are seen as second-tier leaders and are passed over for promotion. This clearly demonstrates the gender bias that exists in the corporate world and serves to perpetuate the existing imbalance of power.

However, there are a number of ways in which we can reduce the gender leadership gap by creating a more equitable environment for all aspiring leaders. Firstly, employers must make sure their selection processes are free from gender bias and reflect the wider diversity of the population. Secondly, firms should conduct thorough and unbiased assessments of the candidates to identify their leadership qualities, rather than merely relying on gender stereotypes. Thirdly, workplace culture must be balanced to promote individuals with a variety of skills and personality types, rather than just favoring one type of leader.

In addition to introducing changes at the workplace level, we should also look at the wider society and educational systems that shape the expectations of what makes a leader. We must encourage children to develop the characteristics that are required for success, such as communication, creative thinking, problem-solving and risk-taking. This will create a new breed of leaders, who are more inclusive and better prepared for the challenges of the 21st century.

In conclusion, the gender leadership gap is caused primarily by cultural biases and the fact that many organizations predominantly favor a certain type of leader. To eliminate this issue, we need to create an environment where everyone, regardless of their gender or ethnicity, is seen as a candidate for the top job. This requires sweeping changes at the workplace and societal level to break down existing gender stereotypes and to promote individuals with a variety of skills and personality types. Only then will we see true equality in the workplace and create a level playing field for everyone who has the potential to become a great leader.