Two contributors informally compared their leaders during a coffee break.

“My manager is very smart, ambitious and confident.  He has achieved a lot and has a grand vision for our company.  But he is hard to work for.  He does not listen and thinks he must prevail on every issue.  He comes to every meeting with a strong point of view and quickly criticizes opposing views. If one of his suggestions goes South during implementation, he is quick to blame others.”

“My boss is hard to work for also but for different reasons.  He lacks confidence, seldom proposes suggestions and defers to the most verbal members of our team.  We spend a lot of time passionately debating differing views.  Most meetings end without a clear path forward.  And we are slow to take advantage of opportunities.”

These two descriptions represent leaders with differing egos—individuals’ sense of self-worth.  The first leader appears conceited with an exaggerated ego.  The second leader is modest, humble, and perhaps insecure.

Effective leaders balance confidence and humbleness.  They are true to themselves and value input.  Healthy egos proudly recognize others’ successes and confidently make “tough calls” when facing risky alternatives.