Let me share something interesting about leadership that I’ve experienced firsthand. You know how some people seem to be natural-born leaders, always raising their hand first and actively pursuing those top positions? Well, that hasn’t been my story at all.

More often than not, I’ve found myself being nudged into leadership roles – not because I was gunning for them, but because others saw something in me and asked me to step up. And I’ll be honest, it used to make me pretty uncomfortable. I’d look at those really ambitious folks who fought their way to the top and think, “Do I even belong here? Maybe they’re better suited for this than I am.” Sometimes I was out of my “wheelhouse”. Other times not so much!

But here’s the thing that I find fascinating: research actually suggests that raw ambition isn’t necessarily the best indicator of good leadership. In fact, sometimes those who are most eager to lead aren’t always the ones best equipped to do so. Maybe we need to rethink the whole idea of what makes a “natural leader”. doesn’t it? A recent study suggests this very thing.

The Research

A team of researchers from Stanford University set out to examine the relationship between ambition and leadership effectiveness. Their findings were published in a scientific journal called PNAS Nexus in August 2024 . The study, titled “A legend in one’s own mind: The link between ambition and leadership evaluations” , involved 472 executives who were part of a leadership development program at a business school in the United States [3-5].

The researchers, Shilaan Alzahawi, Emily S. Reit, and Francis J. Flynn, asked each executive to complete a questionnaire to measure their ambition. The questionnaire included statements like “I am highly motivated to get promoted quickly and often” and “It’s important to me to attain a high-status position in my career.” The executives rated how much they agreed with these statements, which helped the researchers determine their level of ambition .

To measure leadership effectiveness, the researchers used a 360-degree evaluation. This type of evaluation gathers feedback from multiple sources, including the leader themselves, their managers, their peers, and their subordinates . In this study, over 3,830 third-party ratings were collected, providing a comprehensive picture of each executive’s leadership skills . The evaluations focused on ten key leadership competencies, such as motivating others, decision-making, managing collaborative work, and handling conflict .

The Findings

The study’s results revealed a surprising disconnect:

Ambitious leaders tended to rate themselves highly. This was true across various leadership dimensions, suggesting that they had a strong belief in their own leadership abilities .

However, evaluations from their colleagues and subordinates did not support this positive self-view. In other words, this is the key thought(!), others didn’t see ambitious leaders as any more effective than less ambitious ones.

The Takeaway

The findings challenge the common assumption that people who are eager to lead are also good at leading. Ambition alone doesn’t translate into effective leadership. It might help someone rise to a leadership position, but it doesn’t guarantee they will excel in that role.

Practical Examples

Let’s consider some real-world scenarios to illustrate this point:

• Mark is a Youth Pastor who eagerly took on the youth ministry role with boundless energy and biblical knowledge. But when faced with troubled teens and concerned parents, his enthusiasm alone can’t replace the needed skills in mentorship and family diplomacy.
• The Tech Prodigy, Alex, is a brilliant coder who pushed to become team lead, but his technical expertise didn’t translate into the people skills needed to mentor juniors and manage projects effectively.
• Emma’s stunning portfolio as a Creative Designer landed her the director role, but she struggled to nurture other designers’ ideas and manage client relationships.

Why the Disconnect?

The researchers suggest that ambitious individuals might be drawn to leadership roles for reasons beyond their actual aptitude. These reasons could include:

• Material rewards: Leadership positions often come with higher salaries, bonuses, and other perks .
• Psychological rewards: Being in a position of power can provide a sense of status, authority, and influence.
• Rapid Advancement Focus Leaders fixated on quick promotions often neglect developing core leadership skills, prioritizing self-promotion over team management abilities.
• Status-Oriented Leadership Those motivated primarily by prestigious titles tend to undervalue team relationships, leading to reduced trust and collaboration.
• Self-Perception Issues Ambitious leaders typically overrate their effectiveness compared to others’ assessments and resist constructive feedback.
• Selection Process Flaws Organizations that choose leaders based on ambition alone may overlook talented individuals who aren’t actively seeking leadership positions.

This means that people might be driven to lead for the wrong reasons, prioritizing personal gain over the desire to serve others.

What Does This Mean for Future Leaders?

The study’s authors highlight the importance of identifying and developing leaders based on their actual skills and potential, rather than relying solely on self-selection or perceived ambition . Here are some key insights for Aspiring Leaders and Organizations:

1. Focus on Core Leadership Skills
   If you’re aiming for leadership, work on key skills like motivating your team, working well with others, and handling conflicts. Climbing the ladder without these abilities can leave you unprepared for real leadership challenges.
2. Grow in Self-Awareness
   Know your strengths and weaknesses. Get feedback from everyone—don’t overestimate yourself or ignore helpful criticism. Great leaders are always learning and improving.
3. Balance Ambition with Purpose
   Ambition is important, but don’t let it take over. True leadership is about building strong relationships, helping your team grow, and making a positive impact.
4. Rethink Leadership Choices
   Organizations may need to change how they pick leaders. Often, the most ambitious candidates are chosen, while quieter but skilled individuals are overlooked.

Ultimately, effective leadership is not about personal ambition but about serving others, inspiring a shared vision, and creating positive change. While ambition can be a valuable motivator, it is not a substitute for the essential skills and qualities that make a truly effective leader.

I may have felt intimidated in the past by those ambitious souls who sought out and rose to positions of leadership. However, I now realize that ambition may not be a good predictor of leadership effectiveness. Perhaps it is those who, like myself, find themselves in those positions without seeking them out, who can actually become the more effective leaders.