Being an “expert” typically implies having a deep and comprehensive understanding of a particular topic. This understanding is usually gained through dedicated study, research, practice, and experience in that field. Claiming expertise without the necessary knowledge and experience can lead to misunderstandings and potential misrepresentations.
Unfortunately, there are a lot of people in the world claiming to be leadership experts, having never truly studied leadership. Moreover, there are some who have studied leadership who get duped into repeating some of the pseudo-leadership nonsense out there. The question becomes, how can someone teach something they have never truly examined? Or better yet, how can someone know what to research without a basic understanding of the discipline?
These truths are exceptionally important when it comes to leadership and its development. We must remember that leadership advice and direction impact more than one individual. The advice received or believed is typically implemented across teams and organizations. Failures of individual or organizational leadership can range from career or organizational destruction to more severe consequences such as destroyed marriages and suicide. Leadership advice, either given or received, is not something to take lightly.
Certainly, someone can choose a topic and become an expert through dedication, self-study, and practice. However, it’s essential to recognize that true expertise is built upon a solid foundation of knowledge and understanding of the basics. If someone embarks on a journey to become an expert in a field without studying its fundamentals, they risk constructing their expertise on shaky ground. Without a firm grasp of the basics, their expertise will likely be limited, and they will lack the depth and breadth necessary to be genuinely authoritative.
Similarly, if the information they have relied upon is based on unverified or questionable sources, such as so-called “guru nonsense,” their expertise may be further compromised. Therefore, while it is possible to become an expert in a chosen field, the quality and validity of that expertise are contingent upon a thorough and well-rounded education and a discerning approach to the sources of knowledge. The leadership industry needs to be level-set.
The Pseudo-Leadership Expert Dilemma
The rise of the internet, social media, and artificial intelligence has made it easier than ever for self-proclaimed experts to share their opinions and advice on various subjects, especially leadership. This has given birth to what we can refer to as the “Pseudo-Leadership Expert” phenomenon. These individuals may be charismatic, have a large following, or present themselves confidently, making them appear credible at first glance. Social media only adds to the problem because it rewards Social Proof. Social Proof, where individuals latch on to such advice because it “sounds about right” or makes them feel good, only exacerbates the issue. However, a closer examination often reveals a lack of substance behind their claims or positions.
Pseudo-leadership experts often fall into several categories:
The Overconfident Novice or Guru: These individuals are quick to offer sweeping advice and make bold claims without the backing of research, experience, or genuine expertise. They rely on charisma and self-assuredness to gain followers.
The Cherry-Picker: They selectively choose pieces of existing leadership advice or ideas, repackage them, and present them as their unique insights. In reality, they lack a profound understanding of the subject matter and often miss essential components of the topic.
The Quick Fixer: Many pseudo-experts promise immediate and miraculous results, suggesting that leadership can be mastered in a matter of days or weeks. Authentic leadership development takes time, practice, and ongoing learning.
The Novice Factor: Why It Matters
The “Novice Factor” is when individuals who lack comprehensive education and experience in leadership and its development inadvertently overlook crucial concepts, impart non-leadership (such as management) or pseudo-leadership principles, blur the lines between management and leadership theories, perpetuate common leadership misconceptions, and, in the end, fall short of achieving desired outcomes in either an organizational or professional leadership development environment. The potential consequences of such oversight appear both incalculable and excessively expensive, affecting not only the organization and trainees themselves but also the field of leadership as a whole.
Understand that there are inherent risks associated with taking advice or guidance from these pseudo-leadership experts. When individuals unknowingly or naively follow the advice of an over-confident novice, they jeopardize their personal and professional growth as well as their team’s and organization’s well-being. The consequences can be far-reaching, affecting not only personal careers and relationships but also the well-being and relationships of those who are subjected to the aftermath of the implementation of the information.
Without a doubt, leadership is a complex and multifaceted field, and misguided leadership (or followership) advice can lead to detrimental outcomes. We must all understand that when unqualified individuals dispense advice, it often lacks the depth and nuance required to navigate the intricate challenges of real-world leadership. As a result, those who rely on such guidance may find themselves ill-equipped to handle the complexities of their roles, leading to suboptimal outcomes and potential crises.
Identifying the Overconfident Novice: Red Flags to Watch For
Recognizing an overconfident novice posing as a leadership expert is crucial in protecting yourself from misguided advice and potential pitfalls. However, sometimes, it is exceptionally difficult to do. Here are some key indicators to help you identify them:
Lack of Depth in Knowledge: They might have a surface-level understanding of leadership concepts but lack the depth and nuance that comes from extensive study and experience. When pressed for deeper insights, they may struggle to provide coherent responses.
Inconsistencies in Advice: Their advice may be inconsistent or contradictory, reflecting a lack of a coherent framework for their ideas. Authentic experts base their guidance on a well-established foundation, while novices may lack consistency in their recommendations.
A Focus on Soft Skills: They tend to rely solely on soft skills and avoid addressing complex or challenging leadership issues. Similarly, they typically offer oversimplified solutions that ignore the intricate nature of leadership challenges.
Absence of Formal Education or Credentials: While formal education and credentials aren’t the sole indicators of expertise, a complete lack of such qualifications, especially in leadership, which requires deep knowledge, can be a huge warning sign. If they lack a specific degree in leadership, beware. Remember, those who have not studied leadership typically confuse management principles with leadership principles, and they will provide a strong focus on soft skills – the true novice is typically the greatest offender.
Protecting Yourself from Pseudo-Leadership Advice
So, what can you do to safeguard yourself from falling prey to the allure of pseudo-leadership experts? Here are some steps to consider:
Beware of Social Proof: Just because you see an article on a popular website or a post that resonates with the masses, it doesn’t mean it is accurate or sound advice. Remember what Socrates said, “If you want to be wrong, then follow the masses.”
Avoid the Duped: Unfortunately, some in the leadership industry have fallen victim to the pseudo-leadership nonsense. Or perhaps they share the nonsense because they know it is popular, and doing so might get them noticed. Either way, it’s a problem. However, if the bulk of what these people share or profess comes from non-leadership-educated gurus, that is probably a warning sign that you should stay away.
Do Your Due Diligence: Before following any leadership advice, scrutinize the background and qualifications of the source. Genuine experts typically have a track record of education, experience, and a willingness to engage with the field’s complexities.
Seek Multiple Perspectives: Don’t rely solely on one source of advice. Explore diverse viewpoints and consult various demonstrated experts to gain a well-rounded understanding of leadership principles.
Cultivate Critical Thinking: Develop your critical thinking skills to discern between evidence-based advice and baseless claims. Ask questions, challenge assumptions, and be wary of quick fixes. Ideally, you need to become a student of cause and effect and then consider the long-term ramifications of any advice you might be given.
Prioritize Learning and Growth: Authentic leadership (and its development) is a lifelong journey. Be wary of anyone promising that a few soft skills will change your life, and commit to continuous learning and self-improvement. The more you know about the actual science of leadership, the easier it will be to identify the nonsense.
At the end of the day, we must understand that the prevalence of pseudo-leadership experts is a pressing concern. Frankly, it’s a horrible detriment to the leadership industry. The “Novice Factor” can lead us down a path of false promises and misguided leadership. This reflects poorly upon the leadership discipline and ruins the credibility of those true experts in the field. To protect yourself, your organization, and the leadership discipline from these pitfalls, exercise discernment and demand expertise based on knowledge, experience, and a genuine dedication to the art and science of leadership. In doing so, you can navigate the complex world of leadership with confidence, integrity, and true expertise.
Author(s): Dr. David M Robertson
Board Insights | Open Source | ORCID iD
Published Online: 2023 Nov – All Rights Reserved.
APA Citation: Robertson, D. (2023, Nov 3). The “Pseudo-Leadership Expert” Dilemma. The Journal of Leaderology and Applied Leadership. https://jala.nlainfo.org/the-pseudo-leadership-expert-dilemma/