Tomas Chamorro-Premuzic

And there's a big halo effect here.

You know, the leaders we like

We're seen as authentic and as confident and as intelligent because we project what we see.

But if you look at leadership effectiveness, then for sure you need to be able to flex, to adjust, to adapt.

In fact, so effectiveness is enhanced by not being limited by your authentic self or what you've always done, but...

But the people who just exude charisma, confidence, often because they are narcissistic, tend to emerge as leaders more frequently.

And by the time they become leaders, they're even more entitled and less likely to flex their behavior to adjust to the concerns or the demands of others.

So we all talk about the virtues of self-awareness.

Of course, it's important.

But if I'm deluded to the point that I go to a job interview to be president of a country or a company or CEO, and I have no insecurities whatsoever because I think I'm the best or greatest thing since sliced bread, I'm going to ace the interview, right?

On the other hand, if I'm self-aware and honest and authentic and you ask me, could you do this?

And I'm going to say, well, you know, to be honest,

I've never done that before.

And I don't know if I will be able to learn it.

But I'll try hard to say, okay, gone.

Bring back the narcissists.

So, you know, when it comes to impressing others, actually, it helps not even to be honest with yourself.

can be an advantage.

But then, if I want you to be a good leader, a good employee, whatever, oh, I better give you a reality check and help you understand how you impact others.

Or you will end up to quote a naive and seemingly kind of funny example, like David Brandt or Michael Scott in The Office.