{"id":259655,"date":"2025-06-15T14:01:57","date_gmt":"2025-06-15T12:01:57","guid":{"rendered":"https:\/\/coachlab.hu\/?p=259655"},"modified":"2026-06-02T18:55:35","modified_gmt":"2026-06-02T16:55:35","slug":"why-do-we-ignore-incompetent-leaders","status":"publish","type":"post","link":"https:\/\/coachlab.hu\/en\/blog\/miert-az-alkalmatlan-vezetoket-unnepeljuk\/","title":{"rendered":"Why celebrate inept leaders? - Or the action fallacy trap"},"content":{"rendered":"<h2 class=\"wp-block-heading\"><a href=\"https:\/\/coachlab.hu\/en\/blog\/why-do-we-ignore-incompetent-leaders\/\">Why celebrate inept leaders - or the action fallacy trap<\/a><\/h2>\n\n\n\n<p class=\"wp-block-paragraph\"><\/p>\n\n\n\n<hr class=\"wp-block-separator has-alpha-channel-opacity\"\/>\n\n\n\n<p class=\"wp-block-paragraph\">Have you ever wondered <strong>mi\u00e9rt jutnak el\u0151re azok a vezet\u0151k, - vagy tal\u00e1n \u00edgy helyt\u00e1ll\u00f3bb: Mi\u00e9rt az alkalmatlan vezet\u0151k jutnak el\u0151re a leggyakrabban, akik egyik v\u00e1ls\u00e1gb\u00f3l a m\u00e1sikba t\u00e1ntorognak<\/strong>, melyeket z\u00f6m\u00e9ben \u00f6nmaguk okoznak, mik\u00f6zben azok, akik z\u00f6kken\u0151mentesen ir\u00e1ny\u00edtj\u00e1k csapataikat, \u00e9szrev\u00e9tlen\u00fcl maradnak? Ez a jelens\u00e9g nem v\u00e9letlen \u2013 egy m\u00e9lyen gy\u00f6kerez\u0151 gondolkod\u00e1si hib\u00e1nak, az \u00fagynevezett \"akci\u00f3 t\u00e9ved\u00e9snek\" k\u00f6sz\u00f6nhet\u0151, amely nemcsak a m\u00falt nagy vezet\u0151inek meg\u00edt\u00e9l\u00e9s\u00e9t torz\u00edtja el, hanem a mai munkahelyek kult\u00far\u00e1j\u00e1t is m\u00e9rgezi.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">A CoachLab tapasztalatai alapj\u00e1n minden m\u00e1sodik vezet\u0151fejleszt\u00e9si folyamatban tal\u00e1lkozunk ezzel a probl\u00e9m\u00e1val: olyan vezet\u0151k ker\u00fclnek coaching folyamatba, akik b\u00e1r l\u00e1tv\u00e1nyos \"t\u0171zolt\u00f3\" munk\u00e1jukkal ker\u00fcltek poz\u00edci\u00f3jukba, val\u00f3j\u00e1ban maguk okozz\u00e1k azokat a v\u00e1ls\u00e1gokat, amelyeket azt\u00e1n h\u0151siesen megoldanak. Ezzel szemben azok a vezet\u0151k, akik megel\u0151zik a probl\u00e9m\u00e1kat \u00e9s stabil, kisz\u00e1m\u00edthat\u00f3 k\u00f6rnyezetet teremtenek, ritk\u00e1n kapnak elismer\u00e9st.<\/p>\n\n\n\n\n\n<h2 class=\"wp-block-heading\">What is the action fallacy and how does it work?<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">The <strong>action error<\/strong> the point is that <strong>confusing a good story with good leadership<\/strong>. Hajlamosak vagyunk azt hinni, hogy a legjobb vezet\u0151k azok, akik a legt\u00f6bb zajt, cselekv\u00e9st \u00e9s szenz\u00e1ci\u00f3s tev\u00e9kenys\u00e9get gener\u00e1lj\u00e1k a legtraumatikusabb k\u00f6r\u00fclm\u00e9nyek k\u00f6z\u00f6tt. Pedig a val\u00f3s\u00e1g \u00e9ppen az ellenkez\u0151je: a j\u00f3 vezet\u00e9s gyakran \"rossz t\u00f6rt\u00e9netet\" eredm\u00e9nyez, mert minim\u00e1lisra cs\u00f6kkenti a dr\u00e1mai esem\u00e9nyeket.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">The leadership development industry has grown to a $26.7 billion global business by 2024, yet 41% leaders feel their organisation does not meet the required leadership standards. This statistic shows that something is fundamentally wrong with the process of selecting and developing leaders.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">Why are we drawn to dramatic leadership stories?<\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">It's a peculiarity of the human mind that we are more gripped by spectacular, dramatic events than by quiet, efficient work. This is part of our evolutionary heritage - it was important for our ancestors to be able to recognise danger and big changes immediately. But in today's world, this mechanism can be misleading, especially when assessing leadership competencies.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>The appeal of dramatic narratives:<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Easier to remember and pass on<\/li>\n\n\n\n<li>More emotionally gripping<\/li>\n\n\n\n<li>They fit into a simple hero-failure structure<\/li>\n\n\n\n<li>Preferred by the media and social platforms<\/li>\n<\/ul>\n\n\n\n<h2 class=\"wp-block-heading\">The great lesson of history: Amundsen vs. Shackleton<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">An example from the history of polar exploration illustrates how the action fallacy works. Two men, two completely different styles of leadership, yet one of them is virtually unknown, while the other is legendary.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><a href=\"https:\/\/hu.wikipedia.org\/wiki\/Roald_Amundsen\" target=\"_blank\" rel=\"noreferrer noopener nofollow\">Roald Amundsen<\/a>: A \"t\u00f6k\u00e9letes\" vezet\u0151, akit elfelejtettek<\/h3>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Amundsen's achievements:<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>All four main polar targets successfully met<\/li>\n\n\n\n<li>First three times<\/li>\n\n\n\n<li>In 1911, it reached the South Pole on a 3,000 km journey<\/li>\n\n\n\n<li>He returned to the camp a day after the scheduled time<\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\">Amundsen <strong>intimate knowledge, careful planning and credible leadership<\/strong> r\u00e9v\u00e9n minim\u00e1lisra tudta cs\u00f6kkenteni a probl\u00e9m\u00e1kat. Exped\u00edci\u00f3i \"unalmas olvasm\u00e1nyt\" jelentenek, mert nem voltak dr\u00e1maiak. Pedig ez pont a j\u00f3 vezet\u00e9s jele volt \u2013 minden olyan z\u00f6kken\u0151mentesen ment, ahogy tervezte.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><a href=\"https:\/\/hu.wikipedia.org\/wiki\/Ernest_Shackleton\" target=\"_blank\" rel=\"noreferrer noopener nofollow\">Ernest Shackleton<\/a>: The master of spectacular falls<\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">In contrast <strong>Shackleton has set off for Antarctica four times, three times as a guide, and each time the result has been failure, disaster or death<\/strong>. Yet he is celebrated worldwide in best-selling books, documentaries and leadership development programmes.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">A h\u00edres \"Endurance\" exped\u00edci\u00f3ja (1914) t\u00f6k\u00e9letes p\u00e9lda az \u00f6nmaga \u00e1ltal el\u0151id\u00e9zett v\u00e1ls\u00e1gra:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Ignored advice from local whalers<\/li>\n\n\n\n<li>Significant shortcomings in equipment and preparation<\/li>\n\n\n\n<li>A series of bad decisions led to the ship being stranded in the ice<\/li>\n\n\n\n<li>A leg\u00e9nys\u00e9g vesz\u00e9lyes helyzetbe ker\u00fclt, amit azt\u00e1n \"h\u0151siesen\" oldott meg<\/li>\n<\/ul>\n\n\n\n<blockquote class=\"wp-block-quote is-layout-flow wp-block-quote-is-layout-flow\">\n<p class=\"wp-block-paragraph\"><em>\"A v\u00e1ls\u00e1g kapit\u00e1nyok\" t\u00f6bbnyire olyan v\u00e1ls\u00e1gokat oldanak meg, amelyeket maguk id\u00e9ztek el\u0151 rossz tervez\u00e9ssel \u00e9s d\u00f6nt\u00e9shozatallal.<\/em><\/p>\n<\/blockquote>\n\n\n\n<h3 class=\"wp-block-heading\">What are the lessons from a coaching perspective?<\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">The example of the two polar researchers illustrates perfectly that <strong>why inept leaders get ahead<\/strong>. Shackleton st\u00edlusa sokkal \"eladhat\u00f3bb\" \u2013 izgalmas t\u00f6rt\u00e9net, dr\u00e1mai fordulatok, h\u0151sies kitart\u00e1s. Amundsen m\u00f3dszere viszont \"unalmas\" \u2013 alapos felk\u00e9sz\u00fcl\u00e9s, kock\u00e1zatelemz\u00e9s, k\u00f6vetkezetes v\u00e9grehajt\u00e1s. <\/p>\n\n\n\n<p class=\"wp-block-paragraph\">What do you think?<\/p>\n\n\n\n<div style=\"height:50px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n\n\n\n<div class=\"wp-block-buttons is-content-justification-center is-layout-flex wp-container-core-buttons-is-layout-fe48e5de wp-block-buttons-is-layout-flex\">\n<div class=\"wp-block-button\"><a class=\"wp-block-button__link has-medium-font-size has-custom-font-size wp-element-button\" href=\"#email\"><strong>What do you think about this? Let us know, even here.<\/strong><\/a><\/div>\n<\/div>\n\n\n\n<div style=\"height:50px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n\n\n\n<h2 class=\"wp-block-heading\">The consequences of the action fallacy in the modern workplace<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">The problem is not just a matter of historical interest. Only 29% of workers perceive their manager to be a human leader, reflecting the depth of today's leadership crisis.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">What type of inept leaders get ahead?<\/h3>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>1. A \"t\u0171zolt\u00f3\" t\u00edpus\u00fa vezet\u0151k<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Constantly facing crisis situations<\/li>\n\n\n\n<li>They use spectacular solutions<\/li>\n\n\n\n<li>Generate a lot of attention<\/li>\n\n\n\n<li>In fact, they often cause the problems themselves<\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>2. The over-communicating leaders<\/strong> Studies in organisational psychology confirm that we see leadership potential in those who:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li><strong>They talk more<\/strong> (regardless of what they say)<\/li>\n\n\n\n<li><strong>They seem confident<\/strong> (regardless of their competence)<\/li>\n\n\n\n<li><strong>Constantly busy<\/strong> (regardless of what they do)<\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>3. Masters of spectacle<\/strong> A social media \u00e9s a folyamatos kommunik\u00e1ci\u00f3 kora m\u00e9g ink\u00e1bb feler\u0151s\u00edti ezt a jelens\u00e9get. Azok a vezet\u0151k, akik j\u00f3l tudj\u00e1k \"eladni\" magukat, gyakran el\u0151nyben vannak a csendes, de hat\u00e9kony vezet\u0151kkel szemben.<\/p>\n\n\n\n<figure class=\"wp-block-image aligncenter size-full\"><img decoding=\"async\" width=\"1280\" height=\"1280\" src=\"https:\/\/CoachLab.hu\/wp-content\/uploads\/Miert-az-alkalmatlan-vezetoket-unnepeljuk-Avagy-az-akcio-tevedes-csapdaja-angry-8339701_1280.webp\" alt=\"Why celebrate inept leaders - or the action fallacy trap\" class=\"wp-image-259657\" srcset=\"https:\/\/CoachLab.hu\/wp-content\/uploads\/Miert-az-alkalmatlan-vezetoket-unnepeljuk-Avagy-az-akcio-tevedes-csapdaja-angry-8339701_1280.webp 1280w, https:\/\/CoachLab.hu\/wp-content\/uploads\/Miert-az-alkalmatlan-vezetoket-unnepeljuk-Avagy-az-akcio-tevedes-csapdaja-angry-8339701_1280-980x980.webp 980w, https:\/\/CoachLab.hu\/wp-content\/uploads\/Miert-az-alkalmatlan-vezetoket-unnepeljuk-Avagy-az-akcio-tevedes-csapdaja-angry-8339701_1280-480x480.webp 480w\" sizes=\"(min-width: 0px) and (max-width: 480px) 480px, (min-width: 481px) and (max-width: 980px) 980px, (min-width: 981px) 1280px, 100vw\" \/><figcaption class=\"wp-element-caption\">Why celebrate inept leaders - or the action fallacy trap<\/figcaption><\/figure>\n\n\n\n<h3 class=\"wp-block-heading\">How does this affect the organisational culture?<\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">The action is a mistake <strong>a self-sustaining cycle<\/strong> creates:<\/p>\n\n\n\n<ol class=\"wp-block-list\">\n<li><strong>Promoting bad examples:<\/strong> Impressive but incompetent leaders get higher positions<\/li>\n\n\n\n<li><strong>Value distortion:<\/strong> Appearance becomes more important than actual ability<\/li>\n\n\n\n<li><strong>Demotivation:<\/strong> Those who do really good work are marginalised<\/li>\n\n\n\n<li><strong>A toxic culture:<\/strong> The organisation is not performing at its maximum<\/li>\n\n\n\n<li><strong>More bad decisions:<\/strong> Incompetent leaders select new incompetent leaders<\/li>\n<\/ol>\n\n\n\n<hr class=\"wp-block-separator has-alpha-channel-opacity\"\/>\n\n\n\n<h3 class=\"wp-block-heading\">A real case from coaching practice<\/h3>\n\n\n\n<p class=\"wp-block-paragraph\"><em>Egy coaching folyamat sor\u00e1n tal\u00e1lkoztunk olyan helyzettel, ahol k\u00e9t k\u00fcl\u00f6nb\u00f6z\u0151 vezet\u00e9si st\u00edlus hat\u00e1s\u00e1t figyelhett\u00fck meg. Az egyik vezet\u0151 gyakran ker\u00fclt \"h\u0151sszerepbe\" l\u00e1tv\u00e1nyos probl\u00e9mamegold\u00e1saival, m\u00edg koll\u00e9g\u00e1ja csendesebb, megel\u0151z\u0151 jelleg\u0171 munk\u00e1j\u00e1val kevesebb figyelmet kapott. A coaching sor\u00e1n mindk\u00e9t vezet\u0151vel dolgoztunk azon, hogy fejlessz\u00e9k saj\u00e1t vezet\u00e9si st\u00edlusukat - az egyik eset\u00e9ben a tervez\u00e9si \u00e9s kock\u00e1zatkezel\u00e9si k\u00e9pess\u00e9geket, a m\u00e1sik eset\u00e9ben pedig a kommunik\u00e1ci\u00f3s \u00e9s l\u00e1that\u00f3s\u00e1gi k\u00e9szs\u00e9geket. A folyamat v\u00e9g\u00e9re mindketten hat\u00e9konyabb vezet\u0151kk\u00e9 v\u00e1ltak, k\u00fcl\u00f6nb\u00f6z\u0151 er\u0151ss\u00e9geiket kihaszn\u00e1lva.<\/em><\/p>\n\n\n\n<hr class=\"wp-block-separator has-alpha-channel-opacity\"\/>\n\n\n\n<h2 class=\"wp-block-heading\">Why are inept leaders attractive?<\/h2>\n\n\n\n<h3 class=\"wp-block-heading\">1. The glamour of the spectacle<\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">The <strong>inept drivers<\/strong> are often charismatic and good communicators. They can present themselves as the answer to every problem. This can be particularly attractive in crisis situations when people are looking for quick, spectacular solutions.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">2. The desire for a heroic narrative<\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">Mindannyian szeretj\u00fck a t\u00f6rt\u00e9neteket, ahol a h\u0151s legy\u0151zi a neh\u00e9zs\u00e9geket. Az alkalmatlan vezet\u0151k gyakran \"h\u0151s poz\u00edci\u00f3ba\" helyezik magukat, m\u00e9g akkor is, ha maguk okozt\u00e1k a probl\u00e9m\u00e1kat. Ez pszichol\u00f3giailag vonz\u00f3 mind a vezet\u0151knek, mind a beosztottaknak.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">3. The illusion of quick results<\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">Incompetent leaders are often <strong>spectacular results in the short term<\/strong> even if it is harmful in the long run. Shareholders and senior management often value these rapid, visible changes more than slow, sustainable progress.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Who benefits from identifying inadequate leaders?<\/h2>\n\n\n\n<h3 class=\"wp-block-heading\">For organisations<\/h3>\n\n\n\n<ul class=\"wp-block-list\">\n<li><strong>HR professionals:<\/strong> To build better board selection processes<\/li>\n\n\n\n<li><strong>Top management:<\/strong> To distinguish between real performance and appearance<\/li>\n\n\n\n<li><strong>Boards of Directors:<\/strong> For a more objective management assessment<\/li>\n<\/ul>\n\n\n\n<h3 class=\"wp-block-heading\">For individual development<\/h3>\n\n\n\n<ul class=\"wp-block-list\">\n<li><strong>Emerging leaders:<\/strong> To avoid following inappropriate leadership patterns<\/li>\n\n\n\n<li><strong>Experienced leaders:<\/strong> For self-reflection and rethinking their management style<\/li>\n\n\n\n<li><strong>Team members:<\/strong> To recognise a healthy workplace culture<\/li>\n<\/ul>\n\n\n\n<h2 class=\"wp-block-heading\">How do we recognise inadequate leaders?<\/h2>\n\n\n\n<h3 class=\"wp-block-heading\">Warning signs in leadership behaviour<\/h3>\n\n\n\n<figure class=\"wp-block-table\"><table class=\"has-fixed-layout\"><thead><tr><th><strong>Characteristics of an unsuitable driver<\/strong><\/th><th><strong>Characteristics of a competent driver<\/strong><\/th><\/tr><\/thead><tbody><tr><td>Continuous crisis management<\/td><td>Proactive problem prevention<\/td><\/tr><tr><td>Spectacular, quick decisions<\/td><td>Informed, data-driven decisions<\/td><\/tr><tr><td>Emphasising individual success<\/td><td>Focus on team success<\/td><\/tr><tr><td>Blaming others for mistakes<\/td><td>Liability<\/td><\/tr><tr><td>Overcommunication<\/td><td>Effective, to the point communication<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n<h3 class=\"wp-block-heading\">What can we do after recognition?<\/h3>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>1. Developing objectivity<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Judging by facts and data<\/li>\n\n\n\n<li>Don't be swayed by spectacular stories<\/li>\n\n\n\n<li>K\u00e9rdezz\u00fck meg: \"Milyen eredm\u00e9nyeket \u00e9rt el hossz\u00fa t\u00e1von?\"<\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>2. A \"v\u00edz alatti\" munka \u00e9rt\u00e9kel\u00e9se<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Watch those who perform quietly, consistently<\/li>\n\n\n\n<li>Evaluate preventive measures<\/li>\n\n\n\n<li>Recognise stable performance<\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>3. Supporting cultural change<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Reward sustainable results<\/li>\n\n\n\n<li>Support those who achieve team success<\/li>\n\n\n\n<li>Let's change our evaluation systems<\/li>\n<\/ul>\n\n\n\n<h2 class=\"wp-block-heading\">Az \"unalmas vezet\u00e9s\" ereje<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">Harvard Business School kutat\u00e1sai szerint a nagy vezet\u00e9s nem annyira tart\u00f3s tulajdons\u00e1gokr\u00f3l sz\u00f3l, mint ink\u00e1bb az adott helyzethez val\u00f3 alkalmazkod\u00e1si k\u00e9pess\u00e9gr\u0151l. Ez az \u00fagynevezett \"kontextu\u00e1lis intelligencia\" sokkal fontosabb, mint a l\u00e1tv\u00e1nyos cselekv\u00e9sek.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">Mit jelent az \"unalmas vezet\u00e9s\"?<\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">Az \"unalmas vezet\u00e9s\" kifejez\u00e9s persze provokat\u00edv, de l\u00e9nyege egyszer\u0171: <strong>good leaders build processes and cultures that minimise dramatic events<\/strong>. This includes:<\/p>\n\n\n\n<h4 class=\"wp-block-heading\"><strong>Careful planning and foresight<\/strong><\/h4>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Detailed risk analysis<\/li>\n\n\n\n<li>Tiered reserve plans<\/li>\n\n\n\n<li>Continuous monitoring systems<\/li>\n\n\n\n<li>Proactive communication<\/li>\n<\/ul>\n\n\n\n<h4 class=\"wp-block-heading\"><strong>Building a credible culture<\/strong><\/h4>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Clear values and expectations<\/li>\n\n\n\n<li>Consistent decision-making<\/li>\n\n\n\n<li>Open communication channels<\/li>\n\n\n\n<li>Trust-based relationships<\/li>\n<\/ul>\n\n\n\n<h4 class=\"wp-block-heading\"><strong>Team-centred approach<\/strong><\/h4>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Identifying and developing individual strengths<\/li>\n\n\n\n<li>A culture of collective responsibility<\/li>\n\n\n\n<li>Promoting knowledge sharing<\/li>\n\n\n\n<li>Supporting sustainable performance<\/li>\n<\/ul>\n\n\n\n<h3 class=\"wp-block-heading\">Mi\u00e9rt \"unalmas\" ez a megk\u00f6zel\u00edt\u00e9s?<\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">Az \"unalmas vezet\u00e9s\" az\u00e9rt t\u0171nik kev\u00e9sb\u00e9 izgalmasnak, mert:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li><strong>Few dramatic events<\/strong> happens<\/li>\n\n\n\n<li><strong>Gradual, slow progress<\/strong> features<\/li>\n\n\n\n<li><strong>Kev\u00e9s \"h\u0151s pillanat\"<\/strong> is<\/li>\n\n\n\n<li><strong>Stable, predictable<\/strong> creates an environment<\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\">De \u00e9ppen ezek a tulajdons\u00e1gok teszik igaz\u00e1n hat\u00e9konny\u00e1! A CoachLab coaching folyamataiban azt tapasztaljuk, hogy azok a vezet\u0151k, akik hajland\u00f3ak az \"unalmas\" alapmunk\u00e1t elv\u00e9gezni, hossz\u00fa t\u00e1von sokkal sikeresebb szervezeteket vezetnek.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">The impact of social media on the popularity of inept leaders<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">In the 21st century, the problem of incompetent leaders has become even more serious with the rise of social media. The culture of LinkedIn, Twitter and other platforms particularly favours leaders who <strong>spectacular content<\/strong> they can produce.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">How does social media amplify the action fallacy?<\/h3>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>1. The logic of viral content<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>More dramatic, emotional stories are spreading<\/li>\n\n\n\n<li>Az \"inspir\u00e1l\u00f3\" buk\u00e1s-felemelked\u00e9s narrat\u00edv\u00e1k n\u00e9pszer\u0171ek<\/li>\n\n\n\n<li>Complex, nuanced situations are difficult to convey<\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>2. The cult of personal branding<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>A vezet\u0151k \"m\u00e1rk\u00e1zni\" k\u00e9nyszer\u00fclnek magukat<\/li>\n\n\n\n<li>Continuous visibility becomes more important than work<\/li>\n\n\n\n<li>Az \"expert\" st\u00e1tusz egyszer\u0171bb el\u00e9rni, mint a val\u00f3s szak\u00e9rtelem<\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>3. The fast content cycle<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>No time for deep analysis<\/li>\n\n\n\n<li>Appearances are more important than results<\/li>\n\n\n\n<li>Long-term impacts cannot be assessed<\/li>\n<\/ul>\n\n\n\n<h3 class=\"wp-block-heading\">What can we do about it?<\/h3>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>At individual level:<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>We are critical of social media content<\/li>\n\n\n\n<li>Looking for the facts and figures behind the stories<\/li>\n\n\n\n<li>Follow those who create real value<\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>At organisational level:<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Don't just judge by social media activity<\/li>\n\n\n\n<li>Evaluate the actual business results<\/li>\n\n\n\n<li>Support those who are quietly doing good work<\/li>\n<\/ul>\n\n\n\n<h2 class=\"wp-block-heading\">Coaching tools to identify inadequate leaders<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">In leadership development, it is particularly important to be able to recognise these patterns. Here are some practical tools:<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">Using SMART targets in management assessment<\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">Incompetent leaders are often <strong>vague, difficult to measure targets<\/strong> will be formulated. The SMART criteria help to reveal this:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li><strong>Specific (concrete):<\/strong> What exactly are you trying to achieve?<\/li>\n\n\n\n<li><strong>Measurable:<\/strong> How do you measure success?<\/li>\n\n\n\n<li><strong>Achievable:<\/strong> Is this a realistic expectation?<\/li>\n\n\n\n<li><strong>Relevant:<\/strong> Does it meet the objectives of the organisation?<\/li>\n\n\n\n<li><strong>Time-bound:<\/strong> Is there a specific deadline?<\/li>\n<\/ul>\n\n\n\n<h3 class=\"wp-block-heading\">STAR method for analysing past performance<\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">Amikor egy vezet\u0151 m\u00faltbeli \"sikereit\" \u00e9rt\u00e9kelj\u00fck, haszn\u00e1ljuk a STAR m\u00f3dszert:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li><strong>Situation:<\/strong> What was the exact context?<\/li>\n\n\n\n<li><strong>Task:<\/strong> What was the driver's responsibility?<\/li>\n\n\n\n<li><strong>Action:<\/strong> What did you do specifically?<\/li>\n\n\n\n<li><strong>Result:<\/strong> What has been the long-term impact?<\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\">This helps to distinguish real success from fake success.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Redefining good leadership<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">To move beyond the action fallacy, we need to redefine what good leadership is.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">The real leadership competences<\/h3>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>1. Strategic thinking<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Long-term planning ability<\/li>\n\n\n\n<li>A structured approach to complex problems<\/li>\n\n\n\n<li>Developing different scenarios<\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>2. Emotional intelligence<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Consciously managing your own emotions<\/li>\n\n\n\n<li>Recognising and managing the emotions of others<\/li>\n\n\n\n<li>Empathy and active listening<\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>3. Communication skills<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Clear, unambiguous messaging<\/li>\n\n\n\n<li>Adaptation to different target groups<\/li>\n\n\n\n<li>Ability to give and receive feedback<\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>4. Team building skills<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Identifying and exploiting individual strengths<\/li>\n\n\n\n<li>Building a culture of cooperation<\/li>\n\n\n\n<li>Building and maintaining trust<\/li>\n<\/ul>\n\n\n\n<h3 class=\"wp-block-heading\">Fontos-e a \"l\u00e1thatatlan\" munka?<\/h3>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Yes, this is the most important!<\/strong> A j\u00f3 vezet\u0151k 80%-a \"l\u00e1thatatlan\" munk\u00e1b\u00f3l \u00e1ll:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li><strong>Process optimisation:<\/strong> Building systems that work automatically<\/li>\n\n\n\n<li><strong>Building culture:<\/strong> Developing values and norms that guide everyday decisions<\/li>\n\n\n\n<li><strong>Prevention:<\/strong> Problem forecasting and prevention<\/li>\n\n\n\n<li><strong>Development:<\/strong> Continuous development of team members' skills<\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\">These activities do not generate spectacular stories, but they lay the foundations for long-term success.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">International trends and research<\/h2>\n\n\n\n<h3 class=\"wp-block-heading\">Harvard Business Review's latest research<\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">A Harvard Business Review 2024-es d\u00edjnyertes cikke a \"Leaders Must React\" c\u00edmmel pont arr\u00f3l sz\u00f3l, hogy a vezet\u0151knek hogyan kell reag\u00e1lniuk v\u00e1ratlan esem\u00e9nyekre. A kutat\u00e1s szerint a legjobb vezet\u0151k nem azok, akik p\u00e1nikszer\u0171en reag\u00e1lnak, hanem akik:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li><strong>Quick to assess the situation<\/strong><\/li>\n\n\n\n<li><strong>Decisions based on data<\/strong><\/li>\n\n\n\n<li><strong>They respond in cooperation with their team<\/strong><\/li>\n\n\n\n<li><strong>Learning from experience<\/strong><\/li>\n<\/ul>\n\n\n\n<h3 class=\"wp-block-heading\">The challenges of the new generation of leaders<\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">2024-ben az \u00faj gener\u00e1ci\u00f3s vezet\u0151k - Gen X \u00e9s Millennials - l\u00e9pnek fel vezet\u0151i szerepekbe, akik teljesen m\u00e1s perspekt\u00edv\u00e1val rendelkeznek, mint a Baby Boomer gener\u00e1ci\u00f3. Ez lehet\u0151s\u00e9get teremt arra, hogy megv\u00e1ltoztassuk a vezet\u00e9sr\u0151l alkotott elk\u00e9pzel\u00e9seinket.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>The benefits of the new generation:<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Technology-oriented<\/li>\n\n\n\n<li>Cooperative skills<\/li>\n\n\n\n<li>Sustainability approach<\/li>\n\n\n\n<li>Diversity assessment<\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Their challenges:<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Az \"akci\u00f3 t\u00e9ved\u00e9s\" kult\u00far\u00e1j\u00e1nak \u00f6r\u00f6ks\u00e9ge<\/li>\n\n\n\n<li>Social media pressure<\/li>\n\n\n\n<li>Expect a quick result<\/li>\n<\/ul>\n\n\n\n<h2 class=\"wp-block-heading\">Practical steps for change<\/h2>\n\n\n\n<h3 class=\"wp-block-heading\">At organisational level<\/h3>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>1. Rethinking evaluation systems<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Measuring long-term results<\/li>\n\n\n\n<li>Regular use of 360-degree feedback<\/li>\n\n\n\n<li>Balance between team success and individual performance<\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>2. Improving the leadership selection process<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Use of structured interviews<\/li>\n\n\n\n<li>Objective analysis of previous results<\/li>\n\n\n\n<li>Strengthening reference checks<\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>3. Coaching and development programmes<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Focus on developing real competences<\/li>\n\n\n\n<li>Self-reflection and awareness raising<\/li>\n\n\n\n<li>Develop mentoring programmes<\/li>\n<\/ul>\n\n\n\n<h3 class=\"wp-block-heading\">At individual level<\/h3>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>1. Consciously examining your own leadership style<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>K\u00e9rdezd meg magadt\u00f3l: \"Megel\u0151z\u00f6m a probl\u00e9m\u00e1kat vagy csak reag\u00e1lok r\u00e1juk?\"<\/li>\n\n\n\n<li>Collect data on your own performance<\/li>\n\n\n\n<li>Get honest feedback from your team members<\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>2. Develop long-term thinking<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Develop 3-5 year strategies<\/li>\n\n\n\n<li>Measure everything that can be measured<\/li>\n\n\n\n<li>Focus on sustainable results<\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>3. \"Unalmas vezet\u0151i\" k\u00e9szs\u00e9gek fejleszt\u00e9se<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Planning and organisational skills<\/li>\n\n\n\n<li>Process optimisation<\/li>\n\n\n\n<li>Team building techniques<\/li>\n<\/ul>\n\n\n\n<h2 class=\"wp-block-heading\">Common questions about incompetent drivers<\/h2>\n\n\n\n<div style=\"background-color: #f8f9fa; border-left: 4px solid #007bff; padding: 20px; margin: 20px 0;\"> <h3>Really?<\/h3> <div itemscope itemtype=\"https:\/\/schema.org\/FAQPage\"> <div itemscope itemprop=\"mainEntity\" itemtype=\"https:\/\/schema.org\/Question\"> <h4 itemprop=\"name\">How do we know if a driver is really unfit?<\/h4> <div itemscope itemprop=\"acceptedAnswer\" itemtype=\"https:\/\/schema.org\/Answer\"> <div itemprop=\"text\"> The main characteristics of inept leaders are: constantly managing crises through their own mistakes, making spectacular decisions with reckless risk-taking, blaming others, over-communicating without meaningful substance, and short-term results at the cost of long-term damage. If these patterns are repeated, it is worth critically examining the true competencies of the leader. <\/div> <\/div> <\/div> <div itemscope itemprop=\"mainEntity\" itemtype=\"https:\/\/schema.org\/Question\"> <h4 itemprop=\"name\">What can you do if you have to work with an incompetent manager?<\/h4> <div itemscope itemprop=\"acceptedAnswer\" itemtype=\"https:\/\/schema.org\/Answer\"> <div itemprop=\"text\"> Document decisions and their consequences, increase communication and feedback, seek allies within the team, suggest objective measurement methods and, where possible, participate in leadership development programmes. It's important not to become a victim of inappropriate leadership patterns, but to present alternative solutions. <\/div> <\/div> <\/div> <div itemscope itemprop=\"mainEntity\" itemtype=\"https:\/\/schema.org\/Question\"> <h4 itemprop=\"name\">Does gender play a role in the promotion of inept leaders?<\/h4> <div itemscope itemprop=\"acceptedAnswer\" itemtype=\"https:\/\/schema.org\/Answer\"> <div itemprop=\"text\"> Yes, research shows that there is a well-documented bias towards white men in leadership positions, which partly explains the phenomenon. More than 40% of women in senior positions feel under pressure to work and nearly 60% experience fatigue, while for men the rate is below 30%. This means that women and minorities have higher expectations while receiving less recognition. <\/div> <\/div> <\/div> <\/div> <\/div>\n\n\n\n<div style=\"height:50px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n\n\n\n<h2 class=\"wp-block-heading\">Summary: Choosing the leaders of the future<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">The social and economic cost of inept leaders is huge. 86% of high-potential workers feel exhausted at the end of the day, partly due to having to work in constant fire-fighting mode because of poor management decisions.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">In our view, overcoming the action fallacy is not just an economic issue, but also our social responsibility. Every time we reward or promote an incompetent manager while ignoring a competent professional, we contribute to perpetuating a culture that harms workplace communities and economic performance.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">Keys to change<\/h3>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>1. Raising awareness:<\/strong> We must recognise that the action fallacy is a real problem that affects us all.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>2. Improving measurement methods:<\/strong> We need to focus on objective, long-term results rather than spectacular, short-term successes.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>3. Culture change:<\/strong> We must value those who prevent problems, not just those who solve them.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>4. Education and development:<\/strong> We need to train both current and future leaders in real leadership competences.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">A k\u00e9rd\u00e9s az, hogy amikor szervezet\u00fcnk \"j\u00e9gt\u00f6meggel\" szembes\u00fcl, kit szeretn\u00e9nk a korm\u00e1nyker\u00e9kn\u00e9l: azt a vezet\u0151t, aki p\u00e1nikszer\u0171en ber\u00e1ntja a motort \u00e9s dinamitot csomagol ki, vagy azt, aki eleve elker\u00fcli, hogy a haj\u00f3 elakadjon a j\u00e9gben?<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">The answer is clear - but in practice, we still often reward the former type of leader. It's time to change this, because the future of our companies, our teams and our society depends on it.<\/p>\n\n\n\n<hr class=\"wp-block-separator has-alpha-channel-opacity\"\/>\n\n\n\n<p class=\"wp-block-paragraph\"><em>To find out more about our leadership development and coaching services, visit <a href=\"https:\/\/coachlab.hu\/en\/\" target=\"_blank\" rel=\"noreferrer noopener\">CoachLab's<\/a> our website, or check out <a href=\"https:\/\/coachlab.hu\/en\/executive-coaching\/\" target=\"_blank\" rel=\"noreferrer noopener\">executive coaching<\/a> and <a href=\"https:\/\/coachlab.hu\/en\/coaching-prices\/\" target=\"_blank\" rel=\"noreferrer noopener\">coaching prices<\/a>. Follow us for more professional content <a href=\"https:\/\/coachlab.hu\/en\/blog\/\" target=\"_blank\" rel=\"noreferrer noopener\">on our blog<\/a>.<\/em><\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><em>To contact other coaching professionals, we recommend the <a href=\"https:\/\/coachkereso.hu\/\" target=\"_blank\" rel=\"noreferrer noopener\">Coach Search<\/a> page, where you can choose between the leading coaches in Hungary.<\/em><\/p>\n<span class=\"et_bloom_bottom_trigger\"><\/span>","protected":false},"excerpt":{"rendered":"<p>Ever wondered why leaders who lurch from one crisis to the next get ahead, while those who manage their teams seamlessly go unnoticed? This phenomenon is no coincidence - it is the result of a deep-rooted error in thinking, the so-called \"action fallacy\", which not only distorts the perception of the great leaders of the past, but also poisons the culture of today's workplace.<\/p>","protected":false},"author":1,"featured_media":259657,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[57,82,1,81,100],"tags":[71,92,66,89,67],"class_list":["post-259655","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-vezetofejlesztes","category-business-coaching","category-coaching","category-executive-coaching","category-karrier-coaching","tag-coaching","tag-coaching-szemleletu-vezetes","tag-executive-coaching","tag-vezetofejlesztes","tag-vezetoi-coaching"],"_links":{"self":[{"href":"https:\/\/coachlab.hu\/en\/wp-json\/wp\/v2\/posts\/259655","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/coachlab.hu\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/coachlab.hu\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/coachlab.hu\/en\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/coachlab.hu\/en\/wp-json\/wp\/v2\/comments?post=259655"}],"version-history":[{"count":5,"href":"https:\/\/coachlab.hu\/en\/wp-json\/wp\/v2\/posts\/259655\/revisions"}],"predecessor-version":[{"id":15769166,"href":"https:\/\/coachlab.hu\/en\/wp-json\/wp\/v2\/posts\/259655\/revisions\/15769166"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/coachlab.hu\/en\/wp-json\/wp\/v2\/media\/259657"}],"wp:attachment":[{"href":"https:\/\/coachlab.hu\/en\/wp-json\/wp\/v2\/media?parent=259655"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/coachlab.hu\/en\/wp-json\/wp\/v2\/categories?post=259655"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/coachlab.hu\/en\/wp-json\/wp\/v2\/tags?post=259655"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}