Uncovering Blindspots

Uncovering Blindspots: Building More Authentic and Effective Leaders

Did you know that as many as half of all managers carry behavioral blindspots that put their effectiveness at risk1? These blindspots aren't simply a lack of strengths, they are active risk factors that quietly erode trust, engagement, and organizational health2.

In fact, leaders who have several positive qualities such as ambition, driving results, or effective communication, may still show behavioral patterns -- such as micromanagement, arrogance, or volatility -- that weaken relationships and erode the very trust and loyalty they are trying to build. The tricky part? These behaviors are often invisible to the leader but obvious to others.

Blindspots are Active Risk Factors

The negative impact of leadership blindspots does not come from the absence of positive behaviors, but the presence of derailing behaviors that actively reduce trust and engagement, impacting the wellbeing of their team members. The evidence is clear:

  • 30-67% of managers have major behavioral blindspots that lead to management failures1.
  • Leaders rated high on blindspot factors consistently receive lower effectiveness ratings from their supervisors, peers, and direct reports3.
  • There are substantial costs of leadership blindspots, including higher turnover, lower morale, reduced psychological safety, and greater risk of unethical behavior or counterproductive work practices4.

Here are some of the most frequent blindspots that show up as derailing behaviors:

Blindspot What it looks like in practice Where it hurts
Passive-aggressiveness and withdrawal Giving indirect signals to avoid conflict and not communicating honestly Allows misunderstandings and issues to fester and degrade culture
Self-focus at the expense of others Prioritizing own image, status, or agenda over team or stakeholder needs Erodes authentic connection and trust, weakening follower commitment
Overconfidence and arrogance Overrating one鈥檚 own ideas and dismissing dissent or alternate views Alienates peers and leads to derailment of strategy or execution
Micromanagement and distrust Controlling small details; distrusting others with decision-making Limits team member growth, burns out leaders, and slows execution
Volatility Mood swings and inconsistently excitable behavior Creates insecurity and erodes psychological safety in teams

Blindspots Carry a Heavy Price

Studies have shown that ineffective or destructive leadership behaviors impose real financial losses on organizations.

  • A single mid-level leader with derailing behaviors can cost an organization 8.7x their annual compensation on average, when you include turnover, absenteeism, legal exposure and culture damage, and lost productivity from disengaged employees5.
  • In the U.S., poor management is estimated to cost companies around $323.5 billion annually in turnover alone, and over $500 billion annually when you also include productivity losses tied to poor leadership and management practices 6.

Addressing Blindspots Unlocks Growth

The good news is that blindspots can be managed. When leaders look inward for greater self-awareness and tackle their blindspots head-on, they not only address their derailing behaviors, they actually amplify their strengths7. Research in transformational and authentic leadership shows that self-aware leaders build trust, psychological safety, and engagement, leading to higher performance and resilience across their teams8.

Practical steps organizations can take include:

  • Early Assessment: Tools like 360掳 feedback and validated personality assessments can uncover blindspots before they become costly1.
  • Targeted Development: Coaching and feedback help leaders recognize how their behaviors are perceived and practice more effective alternatives9.
  • Continuous Growth and Self Awareness: Leaders who embrace feedback and develop authenticity are more likely to inspire, motivate, and lead with compassion10.

Effective Leadership Begins with Self-Awareness

Blindspots are not signs of weakness. They are hidden risk factors that when addressed, can be powerful catalysts for growth. Leaders won鈥檛 just learn to avoid risk, they will unlock their potential to be more authentic, vulnerable, and transformational. And when leaders take this step, their teams will thrive as a result with stronger trust, deeper engagement, and a culture where people want to give their best11.

One thing is clear: you need to uncover your blindspots before they uncover you.

What blindspots might be standing in the way of your leadership potential?

References

  1. Conger, J. A. (2024). Leveraging Leadership Development to Pre-Empt Leader Derailments. Behavioral Sciences, 14(12), 1122.
  2. Hogan, J., Hogan, R., & Kaiser, R. B. (2011). Management derailment. In S. Zedeck (Ed.), APA handbook of industrial and organizational psychology, Vol 3: Maintaining, expanding, and contracting the organization. (pp. 555鈥�575). American Psychological Association.
  3. Yii Tang, K., Dai, G., & De Meuse, K. P. (2013). Assessing leadership derailment factors in 360掳 feedback: Differences across position levels and self鈥恛ther agreement. Leadership & Organization Development Journal, 34(4), 326鈥�343.
  4. Furnham, A. (2018). Management Failure and Derailment. In P. Garrard (Ed.), The Leadership Hubris Epidemic: Biological Roots and Strategies for Prevention (pp. 69鈥�92). Springer International Publishing.
  5. Westover, J. H. (2025). The Total Cost of Difficult Leaders: Calculating the Hidden Expense of Toxic Management (No. 2025062055). Preprints.
  6. Warman, Z. (2025). Bad Bosses Cost the Economy Billions. (Yes, with a B.).
  7. Koortzen, P., & Oosthuizen, R. M. (2019). Integrity and derailment of senior leaders in the Southern African context. SA Journal of Industrial Psychology, 45(0), 14.
  8. Cavazotte, F., Moreno, V., & Hickmann, M. (2012). Effects of leader intelligence, personality and emotional intelligence on transformational leadership and managerial performance. The Leadership Quarterly, 23(3), 443鈥�455.
  9. Ross, S. (2020). Leadership Derailment: A Neglected Field in Talent Management. In S. Swailes (Ed.), Managing Talent: A Critical Appreciation (p. 0). Emerald Publishing Limited.
  10. Schuckert, M., Kim, T. T., Paek, S., & Lee, G. (2018). Motivate to innovate: How authentic and transformational leaders influence employees鈥� psychological capital and service innovation behavior. International Journal of Contemporary Hospitality Management, 30(2), 776鈥�796.
  11. Lowe, K. B., Kroeck, K. G., & Sivasubramaniam, N. (1996). Effectiveness correlates of transformational and transactional leadership: A meta-analytic review of the mlq literature. The Leadership Quarterly, 7(3), 385鈥�425.