Really want to be a manager? You probably wouldn’t be a good one.
The researchers found that a competent manager had about twice as much impact on the team’s performance as a competent worker. More usefully, they also found out which traits were associated with good and bad managerial performance. Teams run by people who said they really, really wanted to be managers performed worse than those who were assigned to lead them by chance. Self-promoting types tended to be overconfident about their own abilities; in a huge shock, they also tended to be men.
