How to manage leadership blind spots

LEWIS SENIOR

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Leaders who naturally tend to be analytical and decisive can become cold and dismissive when under pressure.

(Freepik)

EVERY human being has blind spots, including workplace leaders. These aren’t flaws in character or failures of competence —they are simply the unseen gaps between intention and impact.

Most of us don’t realise these blind spots are there until something goes wrong: a team misfires, communication breaks down or feedback loops fall silent. But what if you could learn to detect those blind spots before they undermine your leadership?

The key lies in understanding your leadership style, particularly through the lens of personality diversity.

Blind spots can take many forms: an overemphasis on results at the expense of relationships, an aversion to conflict that stifles honest feedback, or a tendency to micromanage when stressed. Often, these patterns emerge because we're wired a certain way; with our habits of perception, communication and decision-making shaped by our personality tendencies.

When left unchecked, these tendencies become predictable pitfalls. And in the complex dynamics of today’s fast-moving workplaces, the cost of a leader not seeing themselves clearly can be high: lost employee engagement, missed innovation and eroded trust.

Understanding your leadership style isn’t about fitting into a box — it’s about recognising how you naturally lead and where you might unintentionally steer others astray.