When leaders deceive themselves, it damages relationships from "summary" of Leadership and Self-deception by Arbinger Institute
Leaders who deceive themselves may not realize it, but their self-deception has a significant impact on their relationships with others. This self-deception creates a barrier between them and their team members, preventing genuine connection and understanding. When leaders are not honest with themselves about their thoughts, feelings, and motivations, they are unable to see others clearly. The act of self-deception distorts the way leaders perceive those around them, leading to misunderstanding and conflict. Instead of seeing team members as individuals with their own perspectives and needs, leaders who deceive themselves view them through a distorted lens colored by their own biases and insecurities. This lack of clarity hinders effective communication and collaboration, as it prevents leaders from truly listening to and empathizing with their team members. Furthermore, self-deception breeds a sense of distrust and resentment within a team. When leaders are not authentic in their interactions, team members can sense the insincerity and may feel manipulated or undervalued. This erodes trust and damages the foundation of a healthy working relationship. In the long run, this can lead to decreased morale, productivity, and overall team performance.- The damage caused by self-deception in leadership is not limited to the individual leader. It has a ripple effect that affects the entire team and organization. By failing to confront their own self-deception, leaders perpetuate a cycle of dysfunction that hinders growth and progress. It is only by recognizing and addressing their own self-deception that leaders can begin to repair the damage it has caused to their relationships and create a more positive and effective work environment.
