30/06/2025
In leadership, confidence is often hailed as a strength. The ability to take charge, articulate a vision, and command attention is a vital ingredient in effective leadership. But what happens when that confidence tips into something else—when self-belief becomes self-promotion, and optimism masks arrogance?
That’s where the Bold derailer comes into play.
According to the Hogan Development Survey (HDS), Bold describes individuals who appear self-assured, charismatic, and ambitious—but who may also overestimate their own abilities, downplay risk, and ignore feedback. In moderation, these traits can fuel high performance and strong leadership. But when overplayed, they risk alienating teams, making reckless decisions, and derailing careers.
What Is the Bold Derailer?
Individuals high in Bold tend to believe deeply in their capability and value. They exude confidence and often impress others early in relationships. They are persuasive, articulate, and naturally drawn to leadership roles.
At their best, Bold leaders are:
Visionary and ambitious
Willing to take risks
Unshaken by setbacks or criticism
Capable of inspiring confidence in others
But under pressure, or when unregulated, the Bold derailer may show up as:
Dismissiveness of others’ input
Overpromising and underdelivering
Taking credit but avoiding blame
Lack of humility and accountability
Bold and Career Outcomes
Interestingly, research shows that Bold behaviours are often rewarded in professional settings—at least in the short term. Studies from Hogan Assessments and other leadership researchers have found that:
Individuals high in Bold are more likely to be perceived as leader-like
They are disproportionately represented in senior roles
They tend to earn higher salaries and experience faster promotion rates
In fact, some traits associated with narcissism—such as charm, assertiveness, and confidence—are correlated with initial leadership emergence, though not always with long-term effectiveness.
This creates a paradox: many organisations inadvertently reward Bold derailers, especially in competitive cultures that prioritise visibility and self-promotion.
But what gets you there won’t always keep you there.
Why Bold Can Derail
Unchecked Boldness can damage credibility, morale, and team dynamics. Overconfident leaders may:
Set unrealistic goals and ignore operational detail
Take decisions without consultation
Undermine psychological safety by dismissing dissent
Blame others when results fall short
Because they often resist feedback, Bold individuals may not realise the impact of their behaviour until it’s too late—when engagement drops, turnover rises, or their own position becomes unstable.
The challenge is not to suppress Bold traits, but to temper them with self-awareness, feedback, and strategic humility.
How to Manage the Bold Derailer
Self-confidence is an asset—until it stops listening. Leaders high in Bold can thrive when they learn to stay grounded, stay open, and stay connected.
1. Solicit Real Feedback
People may hesitate to give honest feedback to Bold leaders for fear of being dismissed.
If you’re high in Bold:
Actively invite feedback and respond with curiosity, not defensiveness
Use 360° assessments to gather honest input from all levels
Treat feedback as information, not judgment
2. Watch for Overcommitment
Bold leaders often set ambitious goals—but can underestimate complexity or overstate resources.
Ask yourself:
Am I promising too much too soon?
Have I consulted those who will implement the plan?
What might I be overlooking?
3. Acknowledge Others’ Contributions
The Bold derailer can lead to a credit-taking, blame-shifting dynamic. Over time, this undermines psychological safety and team cohesion.
Counter this by:
Publicly recognising team members' impact
Owning your mistakes
Practising humility in success
4. Balance Vision with Empathy
Bold leaders often focus on outcomes, sometimes at the cost of relationships.
Build balance by:
Asking more than telling
Pausing to consider emotional impact
Slowing down to listen fully
5. Work with a Coach
Coaching can help Bold leaders explore the gap between self-perception and external perception. It offers a safe space to reflect on risk, test ideas, and improve interpersonal sensitivity.
As one Bold coachee put it: “I didn’t realise I was pushing people away—I thought I was motivating them.”
From Overconfidence to Credible Leadership
Confidence is compelling. It drives innovation, energises teams, and positions leaders for success. But when it turns into overconfidence, it becomes a liability.
The Bold derailer reminds us that leadership isn’t just about being impressive—it’s about being effective. It’s about knowing when to lead from the front, and when to step back. When to assert, and when to listen.
For leaders high in Bold, the challenge is not to shrink—but to stay open, stay responsive, and keep evolving. Because confidence, when balanced, is one of leadership’s greatest strengths.