Spotting the Signs: How to Identify Ineffective Leadership
- Jonathan H. Westover, PhD
- Aug 27
- 6 min read
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Abstract: This article explores common signs of ineffective leadership that consultants and managers can learn to identify. The article outlines several red flags that indicate poor leadership competency. Specifically, the paper discusses lack of strategic vision, poor communication skills, low self-awareness, inability to develop talent, weak decision-making, and lack of integrity as hallmarks of incompetent leaders. Practical examples from various industries provide illustrations of these behaviors. The article argues that recognizing these signs early allows those overseeing leadership to make better hiring and supervision decisions that can positively impact employee engagement, productivity and the long-term success of the organization.
One of the most common issues I encounter as a consultant and researcher is ineffective leadership. While having an incompetent leader can negatively impact employee morale, productivity, and the bottom line, there are usually tell-tale signs that appear early on.
Today we will explore several red flags that can help identify poor leadership, grounded in academic research as well as practical examples from my work in various industries. By learning to spot these signs, those in positions to select or manage leaders can make more informed decisions to select individuals who will enable success.
Lack of Strategic Vision
One major characteristic of ineffective leaders is an inability to articulate a clear strategic direction and plan for the organization. Research has shown that strong leaders provide a coherent vision that inspires commitment from employees and guides decision-making (Collins & Porras, 1994; Kotter, 1996). Without a compelling vision, organizations often flounder as individuals work independently with no shared understanding of priorities and goals.
In one manufacturing company I worked with, the president was narrowly focused on short-term results with no long-term strategy. Department heads received conflicting guidance as priorities changed frequently with the latest problem or opportunity. Product development efforts were disjointed as there was no consensus on which new initiatives to pursue. Monthly meetings involved status updates rather than strategic discussions. Through interviews and surveys, it became clear that many employees were unsure of the overall aims and future of the company. A leader without a strategic vision leaves people wandering aimlessly instead of working together toward a common purpose.
Poor Communication Skills
Another hallmark of an incompetent leader is weak communication abilities. Leaders must clearly articulate the vision and engage two-way communication to gain buy-in and understanding from others (Kouzes & Posner, 2012; Goleman, 2005). Research on effective leadership styles has also shown that the ability to listen is a key skill, especially in knowledge-based work (Gardner, 1990).
In the technology startup I advised, the CEO had little experience communicating externally or internally. Product announcements were often confusing regarding timelines and capabilities. Employees complained they received little information about progress or challenges from leadership. Monthly all-hands meetings consisted mainly of the CEO detailing his thoughts with no allowance for questioning or feedback. As a result, engagement was low and multiple departments felt disconnected from one another as well as from senior management. Without strong communication, even the best leaders struggle to gain true commitment to change initiatives or foster collaboration across teams.
Lack of Self-Awareness
Surprisingly, many incompetent leaders fail to recognize their own weaknesses and shortcomings. Self-awareness, or an understanding of one's strengths and limitations, is an important competence for anyone in a leadership role (Goleman, 1995; Gardner, 1990). Leaders with self-awareness can properly assess situations, learn from mistakes, and find ways to complement their skills with others' talents.
In one nonprofit I advised, the executive director was highly confident but demonstrated poor judgment and follow-through. He discounted negative feedback as others "not understanding his vision." After multiple missed deadlines and unfinished projects, an external review revealed low morale and distrust of leadership among staff. It became clear he lacked self-reflection and was unwilling to acknowledge gaps in his abilities. Without self-awareness, leaders are less able to adapt and improve over time based on performance. They may also be incapable of surrounding themselves with others to compensate for personal shortcomings.
Inability to Develop Others
A hallmark of strong leadership is the ability to develop talent within the organization and build future leaders. Research shows the most impactful leaders focus on cultivating employees' skills and potentials (Kouzes & Posner, 2012). However, incompetent leaders are often self-focused with little regard for others' career progression.
At an educational technology firm, the president frequently took credit for others' ideas and relegated his direct reports to transactional, non-strategic tasks. When top engineers and project managers started leaving, an executive coach recommended focusing on succession planning and mentoring high performers instead of micro-managing. However, the president showed little interest, claiming he alone possessed the vision. As a result, valuable knowledge and relationships walked out the door, degrading innovation culture and future leadership pipeline over time. Inability to develop others signals that long-term growth and sustainability take backseat to a leader's self-interest and fragility.
Weak Decision Making
Poor decision making is another tell-tale sign of incompetent leadership. Effective leaders use facts, consult others, consider risks and second-order consequences in their reasoning (Kahneman, 2011; Bennis & Nanus, 1985). They also exhibit confident, timely decision making to provide direction during uncertainty.
At a regional manufacturing plant, decisions were mired down in endless meetings and analyses. The general manager tried to be inclusive but often conveyed decisiveness by procrastinating on contentious calls rather than using expertise and judgment. As competitors raced ahead with faster innovation, this plant's customer responsiveness declined along with employee energy and empowerment over time. When decisions are avoided or dragged out rather than made inclusively yet definitively, it signals a reluctance to lead that saps momentum.
Lack of Integrity
Research shows ethical, principled behavior is essential for establishing credibility and trust with followers (Kouzes & Posner, 2012; Ciulla, 2004). However, some leaders lack integrity or are willing to compromise values for short-term gain.
One technology company's VP failed to address a hostile work environment, swept misconduct under the rug, and distorted metrics to preserve bonuses. As complaints surfaced, it became evident core values of respect and responsibility meant little. Without integrity, a leader's authority relies on position power alone rather than belief in their character. Such leaders lose legitimacy over time as words become disconnected from actions.
Conclusion
By learning to spot signs like lack of strategic vision, poor communication, low self-awareness, inability to develop people, weak decision making, and lack of integrity, those tasked with selecting or overseeing leaders can make better assessments of competency. While individual issues may be addressed through coaching, leaders displaying multiple signs are unlikely to change fundamental behaviors. Addressing ineffective leadership early benefits employees as well as long-term organizational success through strategic direction, collaboration, innovation, and an ethical culture Where these signs exist, alternate leadership may be required to refocus energy on a compelling vision and sustainable growth.
References
Bennis, W., & Nanus, B. (1985). Leaders: The strategies for taking charge. New York: Harper & Row.
Ciulla, J. B. (2004). Ethics, the heart of leadership. Westport, CT: Praeger.
Collins, J. C., & Porras, J. I. (1994). Built to last: Successful habits of visionary companies. New York: HarperBusiness.
Gardner, H. (1990). On leadership. New York, NY: Free Press.
Goleman, D. (1995). Emotional intelligence. New York: Bantam Books.
Goleman, D. (2005). Emotional intelligence: Why it can matter more than IQ. New York: Bantam Books.
Kahneman, D. (2011). Thinking, fast and slow. New York: Farrar, Straus and Giroux.
Kouzes, J. M., & Posner, B. Z. (2012). The leadership challenge: How to make extraordinary things happen in organizations (5th ed.). San Francisco, CA: Jossey-Bass.
Collins, J. C., & Porras, J. I. (1994). Built to last: Successful habits of visionary companies. New York:
Gardner, H. (1990). On leadership. New York, NY: Free Press.
Goleman, D. (1995). Emotional intelligence. New York: Bantam Books.
Kahneman, D. (2011). Thinking, fast and slow. New York: Farrar, Straus and Giroux.
Kouzes, J. M., & Posner, B. Z. (2012). The leadership challenge: How to make extraordinary things happen in organizations (5th ed.). San Francisco, CA: Jossey-Bass.
Jonathan H. Westover, PhD is Chief Academic & Learning Officer (HCI Academy); Associate Dean and Director of HR Programs (WGU); Professor, Organizational Leadership (UVU); OD/HR/Leadership Consultant (Human Capital Innovations). Read Jonathan Westover's executive profile here.
Suggested Citation: Westover, J. H. (2025). Spotting the Signs: How to Identify Ineffective Leadership. Human Capital Leadership Review, 24(4). doi.org/10.70175/hclreview.2020.24.4.6
