When comparing the self-ratings of 69,000 managers to 360-degree surveys, those who rated themselves on the low end tended receive higher leadership effectiveness scores from their employees and other colleagues – and vice versa. "Indeed, the more they underrated themselves, the more highly they were perceived as leaders," write leadership development consultants Jack Zenger and Joseph Folkman on HBR.org. "We assume this is caused by a combination of humility, high personal standards, and a continual striving to be better."
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