One of the factors that thickens the glass ceiling for women becoming top leaders is that we as human beings mistake hubris as a precursor to leadership ability. Hubris is often disguised as charisma and charm, and it also often equates to an “empty suit” or a snake oil salesman. You can spot these people a mile away if you actually look. They come into an organization, spout off some ideas, but as soon as you say, “Hey, wait a minute…where are the results you promised?” they have packed up their elixir-laden wagon and moved to the next group of suckers in another department or company.

This arrogance and confidence is initially comforting, but it does not last. A great leader of a team is deferent to the team members and exudes humility. They are results focused. They get the best out of people and try not to draw too much attention to themselves.

Female leaders should not try to adopt the hubris of incompetent charmers presently in positions of power. They don’t last long. Play the long game, build teams, and help each other succeed by not being succumbed by the promises of riches from a snake oil salesman “leader” who is just in it for himself.

…arrogance and overconfidence are inversely related to leadership talent — the ability to build and maintain high-performing teams, and to inspire followers to set aside their selfish agendas in order to work for the common interest of the group. Indeed, whether in sports, politics or business, the best leaders are usually humble — and whether through nature or nurture, humility is a much more common feature in women than men.

https://hbr.org/2013/08/why-do-so-many-incompetent-men?utm_medium=social&utm_source=circ_newbusiness&utm_campaign=subscribetohbr_keywee_sub&hideIntromercial=true&kwp_0=806470&kwp_4=2776217&kwp_1=1175813