Leadership confidence is often assumed—but not always present. New research published in Harvard Business Review suggests insecurity among leaders may be more widespread than organizations acknowledge, with consequences for communication, decision-making, and team dynamics. For laboratory managers, understanding how leadership insecurity can influence behavior is important for maintaining trust, collaboration, and operational stability within teams.

Leadership insecurity often becomes most visible under pressure. Leaders who appear composed may still harbor internal doubts that influence how they respond to feedback, delegate responsibilities, and manage uncertainty. Research suggests these dynamics are not uncommon: about 36 percent of adults exhibit insecure attachment patterns, and surveys indicate many senior executives experience impostor-like concerns that affect leadership behavior. A Korn Ferry report cited in the analysis found 71 percent of US CEOs and 65 percent of senior executives report symptoms associated with impostor syndrome, while a Pew Research Center survey found more than one-third of workers describe their bosses as dismissive or unpredictable. Recognizing these patterns can help lab leaders identify potential blind spots in their own leadership approach and strengthen team communication and performance.

How leadership insecurity can appear in management behavior

Leaders generally exhibit insecurity in two broad patterns: anxious and avoidant tendencies.

Anxious leaders may seek frequent reassurance, remain closely involved in decisions, or react strongly to criticism. In laboratory environments, this can appear as difficulty delegating technical tasks, frequent changes in direction, or heightened responses to setbacks.

Avoidant leaders, in contrast, may appear calm but maintain emotional distance, limit communication, or resist feedback. Teams may perceive this as disengagement or lack of support, even when the leader is attempting to maintain control under stress.

Neither pattern reflects a lack of competence, but both can influence how teams interpret leadership stability and psychological safety.

Leadership habits that may unintentionally reinforce insecurity

Certain management behaviors can unintentionally amplify leadership insecurity or create downstream effects on teams:

• Regulate: Under pressure, emotional responses can override rational thinking. Leaders benefit from pausing, slowing communication, and maintaining a steady tone before addressing problems.
• Relate: Connection builds trust. Consistent communication, transparency about goals, and acknowledgment of team contributions help reinforce stability, particularly during uncertainty.
• Reason: Once emotional regulation and connection are established, leaders can engage in collaborative problem-solving. Presenting options, inviting input, and grounding decisions in evidence support stronger outcomes.

This progression reflects how individuals process information more effectively when they feel psychologically secure.

Why self-awareness matters for leadership effectiveness

Leadership insecurity can influence team morale, communication quality, and organizational performance. However, recognizing behavioral patterns allows leaders to respond intentionally rather than reactively. Viewing stress responses as signals rather than weaknesses can create opportunities for growth and more effective leadership.

For laboratory managers, self-awareness becomes especially important. Leaders who maintain composure, communicate clearly, and build trust during challenging situations help stabilize teams and support consistent performance.

Understanding insecure leadership ultimately provides a practical advantage: the ability to navigate pressure while maintaining credibility, clarity, and confidence within the organization.

This article was created with the assistance of Generative AI and has undergone editorial review before publishing.