How do we Choose our Leaders?

Richard provides a deeper insight into the psychological mechanisms with which we choose our leaders. Knowledge about our (unconscious) behaviour offers opportunities to design more effective organisations. In this session you will learn all about how leaders are chosen in various cultures, or in the animal kingdom. What this means for management of companies and democratic elections and especially what will dramatically increase your chances of being chosen as a leader.

During the expert session, Richard Ronay engages the audience through methods like a Q&A session and using the Mentimeter app for interactive exercises, as he delves into his research on the relationship between confidence and leadership roles. Ronay presents insights from various studies that explore the impact of income inequality on self-enhancement and competition within societies. Additionally, he shares findings from his research on the US presidential election and the significant role confidence plays in voters' decisions. The audience will have opportunities to discuss these topics and ask questions, making for an enlightening and engaging session.

• Uncovering the Complexities of Confidence and Leadership: Gaining insights from Richard Ronay's research, we discover that perceived overconfidence can significantly influence leadership role selection, even if actual abilities are low. 
• The Power of Perception in Leadership Selection: Understanding the crucial role confidence plays in voters' and employers' decisions when selecting leaders, Ronay's findings emphasize the importance of accurately assessing both competence and confidence during the hiring process. 
• Cautionary Tales from Elections Past: Learning from historical elections like the 2016 US presidential race, we recognize that an arms race for confidence among candidates can lead to less competent individuals being chosen for leadership roles, emphasizing the need for diligent candidate evaluation.

In this expert session, Richard Ronay, an esteemed researcher with a background in experimental social psychology, explores the intriguing relationship between income inequality and leadership selection at various levels – national and organizational. Having studied primate societies, including humans, Richard shares insights into how social structures and competition for power and resources differ between species like baboons and Yanomamo. Among baboons, the intense competition for alpha status across generations can be attributed to benefits such as access to food, shelter, and mating opportunities. In contrast, horticulturalist societies like the Yanomamo exhibit a culture of violence and aggression, where physical strength and size are essential traits that influence leadership selection.

Richard then discusses how economic inequality impacts individuals' perceptions of their intelligence and kindness in relation to others. His research suggests an association between increasing income inequality and the tendency for individuals to express greater self-enhancement. Overconfidence, a robust human bias, is also explored as a factor influencing leadership selection processes. Research shows that overconfident individuals are more likely to be selected for leadership roles due to their perceived competence. However, there is no correlation between self-reported overconfidence and the perceptions of recruiters or interviewers.

Richard continues the session by highlighting the impact of confidence on leadership selections, presenting evidence from various studies, including his research during the 2016 US presidential election. His findings reveal that voters tend to prefer candidates who exude greater confidence, even if their competence levels are low. This trend is problematic, as it may lead to less qualified individuals being selected for leadership positions due to their perceived confidence. To further investigate this phenomenon, Richard employs agent-based modeling to simulate a series of elections over time and observes an arms race of increasing confidence among candidates, ultimately resulting in the selection of less competent individuals for these roles.

In conclusion, Richard Ronay's expert session sheds light on the complex interplay between confidence and competence in leadership selections. While overconfident individuals may have an advantage during job interviews and elections, they are not necessarily the most qualified candidates. Employers must be vigilant when assessing candidates to ensure that informed decisions are being made based on both aspects of a candidate's profile – their competence and confidence levels. This session provides valuable insights into the importance of accurately evaluating candidates to select truly capable leaders in various contexts.

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