Why Are Good Leaders So Rare? By Mark Wager

Why Are Good Leaders So Rare?

By Mark Wager

If you ask a group of people to describe an effective leader, you will hear a familiar set of qualities. Common responses will include: vision, good communication skills, honesty and integrity, the ability to relate to others, and the capacity to inspire people to believe in themselves. Regardless of the industry or field, the perception of what makes a good leader is remarkably consistent. So, why is it that in a recent survey, 25% of people reported that they believed their boss was a poor leader? If the characteristics of good leadership are so well understood, why are truly good leaders so rare?

Employers Underestimate the Value of Effective Leadership

Think back to the worst boss you ever had. How did you feel working under them? Were you demoralised, disengaged, or frustrated? Now compare that to the best leader you’ve worked with. How did they make you feel? Were you motivated, inspired, and committed to achieving your goals? There is no question that effective leadership can dramatically impact an employee’s productivity and job satisfaction. A good leader can bring out the best in their team, leading to higher levels of performance, engagement, and loyalty.

In my work as a Leadership coach, I’ve seen firsthand how poor leadership can cost companies, not just financially but in terms of morale, culture, and overall employee well-being. All across the world, businesses are losing money because dissatisfied employees disengage when they lack strong, effective leadership. Yet, despite this clear link between leadership and performance, many employers continue to overlook the importance of developing and selecting leaders based on true leadership qualities.

The Common Mistake: Confusing Technical Expertise with Leadership

One of the most common mistakes employers make is assuming that technical expertise equates to leadership ability. It’s a misconception I encounter often in my coaching practice. A high-performing technical expert—someone who excels in their specific role—is promoted into a leadership position, even though they may lack the necessary skills to manage people effectively. This is the most common type of client I work with as a Leadership coach. These are individuals who have risen through the ranks because of their technical proficiency, only to find themselves struggling when it comes to managing the complexities of human behaviour.

I often describe this as akin to asking a footballer to play rugby simply because both require athletic ability. While they may share some basic physical traits, the two sports require entirely different skill sets. The same is true for leadership. While technical expertise is valuable, leadership requires a whole new set of skills—communication, empathy, emotional intelligence, and conflict resolution, to name a few. Without these skills, even the most technically proficient person can fail as a leader. Through coaching, I work with these individuals to develop the specific leadership abilities they need to succeed in their new roles.

The Cheerleader Fallacy: Enthusiasm Isn’t Enough

Another misconception that employers fall for is mistaking charisma and enthusiasm for leadership. These so-called “cheerleaders” are often promoted because they are personable, energetic, and well-liked. While these qualities can certainly be beneficial in a leadership role, they are not sufficient on their own.

In fact, I’ve seen many cheerleaders struggle when faced with the difficult aspects of leadership—managing underperformance, dealing with conflict, or making tough decisions that may not be popular. Enthusiasm and charisma can only take you so far. Real leadership requires emotional intelligence, self-awareness, and the ability to navigate complex interpersonal dynamics.

When I coach emerging leaders, one of the key areas I focus on is helping them develop their emotional intelligence. This means not only understanding their own emotions but also recognising and responding to the emotions of others. A good leader knows how to inspire people, not just by being charismatic, but by being empathetic, honest, and authentic. I often ask my clients to reflect on their responses to failure or difficult relationships. These moments reveal far more about their leadership potential than their ability to energise a room.

The Trap of Focusing Solely on Results

One of the biggest challenges I encounter when working with organisations is their struggle to separate the performance of the team from the performance of the leader. Companies often evaluate leaders based purely on the results their teams deliver—sales targets, project deadlines, or financial goals. While results are important, this narrow focus can be misleading.

When companies judge leadership solely by outcomes, they run the risk of promoting average leaders and overlooking great ones. A team’s performance is influenced by many factors beyond the leader’s control—market conditions, resources, or even the talent of the team members themselves. A strong team may succeed despite mediocre leadership, while a struggling team may mask the true potential of an excellent leader.

In my coaching practice, I encourage organisations to look beyond the numbers and assess leaders on the qualities that truly make a difference—how they inspire their teams, how they handle adversity, and how they foster an environment where people can thrive. By focusing on these leadership qualities rather than just results, companies can identify and develop the leaders who will truly make a difference over the long term.

Leadership Isn’t a Natural Gift—It’s a Skill That Can Be Developed

Another reason good leaders are so rare is the persistent belief that leadership is an innate ability—that some people are simply “born leaders.” This myth suggests that those who don’t naturally exhibit leadership qualities are unlikely to ever develop them. In reality, leadership is a set of skills and behaviours that can be learned and cultivated 

Yes, some individuals may be born with traits that lend themselves to leadership—such as confidence, decisiveness, or a natural ability to communicate. But even the most naturally gifted leaders need to work on their skills if they want to be truly effective. Just as a top athlete seeks out a coach to help them refine their technique and reach their full potential, leaders also need coaching to develop their abilities and perform at the highest level.

I’ve worked with many leaders who, at first, doubted their own potential because they didn’t fit the traditional mould of a leader. Through targeted coaching, they’ve learned how to harness their unique strengths and become more effective leaders. Leadership isn’t a gift bestowed at birth—it’s a skill that is honed through self-awareness, practice, and feedback.

The Quest for Quality Leadership

Good leaders are rare not because leadership is an elusive quality, but because many organisations fail to recognise what true leadership looks like. By confusing technical expertise or charisma with leadership, and by focusing too narrowly on results, companies often overlook the very qualities that define great leaders.

In my work as a Leadership coach, I’ve seen the transformative impact that effective leadership can have on individuals, teams, and entire organisations. The good news is that leadership can be developed. By investing in leadership development, organisations can unlock the potential of their leaders and, in turn, create a more engaged, motivated, and high-performing workforce.

The search for good leaders doesn’t need to be difficult—it simply requires a deeper understanding of what leadership truly means. When we focus on the right qualities, good leaders will no longer be so rare.

Ready to take your leadership to the next level? Whether you’re looking to overcome self-doubt, empower your team, or refine your leadership strategy, I’m here to help. Contact me today to discuss how personalised coaching can unlock your potential and transform your leadership journey.