Do you have what it takes to lead at work?

WE live in a culture that glorifies leadership. Titles like manager, director or CEO are treated not just as jobs, but as glamorous career destinations.

- TOMAS CHAMORRO-PREMUZIC

Smarter leaders are more likely to solve complex problems, avoid repeating mistakes and keep pace with change. I Freepik

(I Freepik)

In the corporate world, ambition and talent are often defined by how many people report to you; with the ladder of success measured by the headcount under your name. This obsession with leadership explains why nearly everyone wants to be one and why admitting that you don't may have interviewers and recruiters labelling you as “unambitious”.

The fact of the matter is that the number of people aspiring to lead far exceeds the number of people who can actually lead. This is especially true if we measure leadership talent not by the ability to get the job, but by actually having a positive impact on your team and organisation once you do.

Here are seven questions to ask yourself if you are considering the move from individual contributor to leader of others:

In the past, leaders were legitimised because they knew more than the people they supervised. The master craftsman became the workshop head. The top surgeon ran the department.

Today, AI and automation are eroding the value of expertise. A machine can often answer factual questions faster and better than your boss. However, expertise still matters both in what you know and whether others see you as credible. A leader without expertise is like a captain who cannot sail: the crew simply won't follow.