Four leadership myths worth leaving behind

So, in the spirit of slowing down this summer, we thought we'd do exactly that. Here are our top four leadership myths, and why it's time to let them go. 

Leadership Myth #1: "They're a hugely successful leader. If I can behave, communicate and lead exactly like them, I'll be successful too.” 

This is a popular one! Especially with those who are early on in their leadership experience. I was fortunate enough to work with a brilliant manager who always took a coach or mentor approach. Even so, I remember watching what he did, how he was able to interact with others, especially when under pressure, and I tried to do the same. But it became clear very quickly that his way of leading didn’t “fit” me. I felt like I was wearing an oversized suit that drowned me out and looked ridiculous, and everyone could see it. 

Here at Leaders, we believe the best foundations for excellent leadership are healthy self-awareness and self-acceptance. This includes uncovering our blind spots because we all have them. Knowing yourself, valuing what you bring and being able to lead yourself well are foundational for understanding, valuing and leading others well. Often, these qualities are overlooked. It’s only through this personal knowledge and understanding that we know what clothes fit and suit us best. When we have this confidence, we don’t look to emulate others but reflect on how we can get the best out of ourselves. 

Leadership Myth #2: "As a leader, I need to have an answer to every question. If I don't, my clients, colleagues or team will think I'm incompetent.” 

Leaders often know this isn’t true, but their behaviours and responses are incongruent. We see leaders fall into the trap of feeling they must answer every question - believing it’s the best way to help an over-stretched team. The intention is good, but the solution is lacking. It’s unrealistic - who knows all the answers in their workplace? Whilst the intention may be a good one, the leader is disempowering their team members and preventing their growth. Of course, there are moments when direct, timely answers are required; however, more often a coaching or mentoring style is more appropriate and will support the growth and development of the team member. 

Please don’t feel like you need to have all the answers; you will stunt growth, squash creativity, prevent change, and likely be someone that no one else wants to work with. 

Leadership Myth #3: "I can't block out time just to think. People will think I'm not working hard enough. Leaders need to look busy, and thinking time is a luxury I can't afford.” 

We would say leaders can’t afford to skip scheduling thinking time. If you are the leader of an organisation, it is literally your job to think about it. Regularly. 

When I started my first strategic leadership role, the director I reported to tried to let me know that thinking time was part of the role. 

She said, “Kareena, you’re going to spend a lot of time gazing out your kitchen window.” That was it. That was her advice. Looking back, I appreciate what she was trying to do, but at the time, it left me underwhelmed and unappreciative. Did she not know I had work to do, reports to write, meetings to attend, budgets to work miracles on and funding applications to complete? Not to mention, my team needed me! The earlier in your leadership you can learn to create a rhythm of work where thinking time is scheduled into your week or month, the easier it will be to sustain, and your future self will thank you! 

Leadership Myth #4: "I've got the title. I've made it. Now I can step back, let everyone else do the work, and enjoy the rewards of getting here.” 

Let’s be clear: this doesn’t hold up either. I doubt anyone reading this would think this way, but perhaps you have come across someone who does. 

Stepping back to be effective in strategic planning and, most importantly, envision the future is essential. But we know the best leaders also care deeply about their organisation and their people. They can step back because they understand their role, value the contributions of others and trust in their abilities.  

A leader who steps away to sit back and put their feet up will likely lose goodwill in their organisation quickly. People can spot when they aren’t valued, when they become a number, or a resource, or part of a headcount. Morale, drive, and goodwill quickly dissipate. 

None of these myths are held consciously - no leader wakes up and decides, "Today, I'll try to be someone else," or "Today, I'll stop thinking." They creep in gradually, often disguised as good intentions: wanting to be liked, wanting to help, wanting to look the part. But left unchecked, they chip away at the very things that make leadership effective - self-trust, team growth, clear thinking, and genuine connection. 

The good news is that myths, once named, lose most of their power. Recognising them is the first step; choosing something different is the next. 

What other myths have you heard, or perhaps still catch yourself believing? Are there beliefs quietly shaping how you lead that might be worth questioning? If any of this struck a chord, we'd love to hear from you and help you dispel a few myths of your own.