The Impact of Self Deception on Leadership Effectiveness

  • Garrett Lane Cohee
  • Samuel Voorhies


Self-deception in leadership occurs when leaders make mistaken assessments about themselves and act according to those assessments. Results can be unhealthy, if not destructive. To help mitigate this natural tendency, we first seek to characterize the overall life cycle of self-deceived leadership. Second, we offer a model, rooted in Scripture and research, explaining the behavioral root of self-deception. Finally, we present an alternate path toward leadership self-awareness, reinforcing a lifelong commitment to Christian spiritual formation. 

Dialogue I