Can I see the real me? Leadership ability and the better-than-average effect

ABSTRACT

Military organizations typically emphasize the importance of leadership. The quality of military leadership might be inhibited because individuals tend to overestimate their respective leadership abilities. We hypothesized that military professionals generally overestimate how well they lead compared to their peers (Hypothesis 1). We also hypothesized that an egocentric bias, where self-ratings are weighted more strongly than other-ratings, contributes to this better-than-average effect (Hypothesis 2). The results obtained across two studies supported both hypotheses. Most notably, 242 of 251 United States Air Force Academy cadets and 31 of 34 United States Air Force officers rated themselves as above average compared to their peers. The obtained results have important implications for understanding the better-than-average effect generally and leadership in military and nonmilitary organizations.

KEYWORDS:

• Leadership
• self-enhancement
• positive illusions
• better-than-average effect