Leadership and Self-Deception: Getting Out of the Box

This chapter explores how self-deception can become a chronic condition when people carry distorted self-views, seeing themselves as either “better than” or “worse than” others, into everyday interactions. Building on earlier discussions about situational self-betrayal, the authors shift toward the long-term effects of internalized justification. Through the group’s conversation, the chapter illustrates how these enduring false beliefs distort perception and suppress natural impulses to help others.

Theo and Kate clarify that objectifying others doesn’t only occur in extreme situations like abuse but also in subtle daily interactions, such as treating service workers as irrelevant or manipulating others for personal gain. These examples anchor the theory in real-world settings and resonate with broader conversations about workplace civility, empathy, and power dynamics.

The authors use visual diagrams (Figures 5 and 6) to demonstrate the emotional patterns tied to chronic self-deception. When people see themselves as better than others, they tend to feel entitled and resentful; when they see themselves as worse, they feel jealous, powerless, or discouraged. These emotions are not just personal struggles; they signify a relational stance that obscures mutual humanity.

The chapter’s relevance is heightened in a social and organizational climate where hierarchical thinking, burnout, and competitive self-presentation are common. However, the narrative assumes that individuals can and should recognize distorted self-images through introspection, an idea shaped by Western notions of personal agency and equality.