
How to stop trying to be a superhero and enjoy being a leader
Trying to be a superhero leader can backfire. Discover how to delegate, set boundaries, and empower your team to prevent burnout and boost performance....

by Jennifer Jordan Published October 14, 2024 in Brain Circuits • 2 min read
This could be seen as a simple moral or values-based question. Even if there are no consequences to withholding the information, you should own up: it’s the right thing to do. Â
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If there’s any chance of someone else discovering your wrongdoing, it’s best to steal their thunder and own up first. This way, your misdeed is seen as less blameworthy and less morally questionable than if you don’t confess and try to get away with it. Â
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Because you are manifestly acting against your self-interest, you are viewed as being more trustworthy and having more integrity than if you didn’t confess. Â
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Revealing your transgression relates to the scarcity principle: information that is scarce is seen as more valuable and more important than information that is openly available. Thus, when a transgressor withholds information, it is perceived as more valuable and important than if they openly reveal it. Hence, by revealing the otherwise inaccessible information of your transgression, you benefit from the scarcity principle effect. Â
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Reporting your misdeed only brings value to you if you reveal the full story. If you only reveal select details or admit the transgression in vague terms, people will likely perceive you as not being fully transparent (or covering up a bigger misdeed) and you forgo the benefits of owning up in the first place. Â
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Always blow the whistle on yourself before someone else does – and don’t hold back on the details!Â
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‘You have to bring hearts and minds with you’Â
How the stories you tell can have a real impactÂ
Decision-making under pressureÂ
Equal care, equal share: Bridging the care gap in leadershipÂ
Self-reflection for leaders in five steps Â
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Social psychologist and Professor of Leadership and Organizational Behavior at IMD
Jennifer Jordan is a social psychologist and Professor of Leadership and Organizational Behavior at IMD. Jennifer’s teaching, research, and consulting focus on the areas of digital leadership, ethics, influence, and power. She has received specialized training and certifications in lie and truthfulness detection, as well as in conflict resolution within organizations. She is Program Director of the Women on Boards and the Leadership Essentials program, and co-Director of the Leading Digital Execution program.

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