Leadership and Self-Deception: Getting Out of the Box

This chapter explores how self-deception distorts perception and undermines relationships by turning people into objects seen as obstacles, tools, or irrelevant background. The authors argue that self-deception is not just a behavioral issue but a perceptual one: It alters how a person interprets others’ actions and justifies their own while keeping the individual unaware that anything is wrong. This inward mindset, centered on self-concern and defensiveness, prevents people from recognizing their contributions to problems and blocks the path to meaningful collaboration.

To support this claim, the chapter contrasts an inward mindset with what the authors call an “outward mindset,” a relational approach that considers the needs, challenges, and objectives of others. Theo revisits his own example from an earlier chapter, admitting that despite working long hours, he failed in his core responsibility by not helping the team succeed collectively. He emphasizes that performance can’t be measured in isolation; it must account for its impact on others. A metaphor of doctors ignoring the source of infection, drawn from the previous Semmelweis story, shows how leaders often ignore the deeper root of dysfunction.

The authors present a strong critique of quick-fix solutions that target symptoms, like poor communication or low morale, without addressing the underlying distortion in how people see one another.