Why Leadership Perception Gaps Matter More Than Leaders Think

In some cases, leadership blind spots can be less about competence than perception — the gap between how leaders believe they are showing up and how their teams actually experience their leadership.

Maria Brown and Keith Goudy discussed with SHRM why leadership perception gaps are so common, how organizations can surface them constructively, and what leaders can do to strengthen trust, alignment, and long-term team performance.

Brown is head of research and education at MRG Assessments in Portland, Maine, and Goudy is founding partner at Vantage Leadership Consulting in Chicago.

Event: SHRM 2026

SHRM: What are the most common patterns you see in leadership perception gaps, and why do leaders so often misread how they’re experienced by their teams?

Brown: The most consistent pattern is that perception gaps are not rare outliers; they are the norm. Leaders typically have multiple gaps across leadership behaviors, reinforcing that misalignment between intent and impact.

A key pattern is directional bias. Leaders tend to overestimate behaviors tied to control and execution, such as delegation or decisiveness, while underestimating how effectively they communicate or hold others accountable. This reflects a deeper issue: leaders often judge themselves based on intention, while teams experience behavior in real time.

Another pattern is that alignment improves in highly interpersonal behaviors. Areas like empathy and connection tend to show more agreement because they are experienced together, not inferred.

Goudy: Perception gaps can also exist because colleagues only see a portion of what a leader does. A leader is with themself 24/7, but a colleague may only interact with them for a small part of the day and in a limited range of situations. As a result, perceptions are shaped not only by the leader’s intentions, but by what others actually observe, how they interpret those actions, and how much exposure they have to the leader.

Ultimately, this is why 360 feedback is so valuable. It gives leaders a broader, more balanced view of how they are experienced across different relationships and contexts, making it one of the most objective ways to understand and close perception gaps.

SHRM: How can organizations effectively surface these blind spots in a way that leaders will trust and act on, rather than dismiss or become defensive about?

Brown: The most effective approaches combine structure, normalization, and ongoing dialogue. Tools like 360 assessments are powerful because they aggregate perspectives across multiple groups, reducing the likelihood that feedback is dismissed as isolated or biased.

How the feedback is framed is equally important. Perception gaps are common and to be expected. When gaps are positioned as a normal part of leadership rather than a flaw, leaders are more likely to engage with curiosity instead of defensiveness.

Goudy: Psychological safety is critical in this process. Leaders need space to process feedback without feeling judged, particularly because defensiveness can quickly shut down learning. It becomes difficult to learn when leaders are reacting defensively.

Trust also increases when feedback is not a one-time event. Leaders who actively follow up with stakeholders and invite continued input create credibility. A simple but effective practice is returning to colleagues to share what was heard and asking them to keep you accountable.

Resource: Leadership Development

SHRM: In your experience, what are the downstream impacts of unresolved perception gaps on team performance, engagement, and retention?

Goudy: Unresolved perception gaps have compounding effects. At the most immediate level, they limit followership. When people experience a leader differently than intended, trust and alignment begin to erode, which directly affects a leader’s ability to influence and lead effectively.

At the team level, gaps create inefficiencies and frustration. For example, leaders who believe they are delegating effectively but are not experienced that way can create bottlenecks or disengagement. Similarly, gaps in communication can lead to confusion, misalignment, and reduced accountability.

Over time, these issues impact engagement and retention. Teams are less likely to stay motivated or committed when leadership feels inconsistent or unclear. In more extreme cases, unresolved gaps can lead to leadership derailment. Because leadership is cumulative and highly visible, small misalignments can build into lasting reputational patterns.

Brown: At the same time, not all perception gaps are created equal, and not all of them require correction. In some cases, a gap may actually represent a hidden strength. For example, a leader who rates themselves lower on communication than others do may not have a communication problem at all. In fact, that gap could reflect humility, high standards, or a level of self-awareness that drives continuous improvement.

The key question is not simply whether a gap exists, but whether the gap is helping or hindering the leader’s effectiveness in their specific context. Some perception gaps carry higher stakes than others, particularly those that affect trust, credibility, or how a leader is experienced in high-visibility moments.

Ultimately, perception gaps are not just personal blind spots. Left unaddressed, they shape team climate, performance outcomes, and long-term organizational health.

SHRM: Once a gap is identified, what practical steps can leaders take to realign their self-perception with team reality and sustain that alignment over time?

Brown: The most effective leaders resist the urge to fix everything at once. Not every perception gap requires action, and attempting to address all of them simultaneously can dilute focus and create unnecessary disruption. Instead, effective leaders identify one or two high-impact gaps that matter most for their role, goals, and leadership context.

Goudy: A critical step is engaging directly with stakeholders. Leaders who share what they’ve learned and ask for ongoing input accelerate change and build accountability. Inviting others to provide continued feedback helps reinforce that the leader is serious about improving.

Consistency over time is equally important. Changing behavior is one challenge, but changing perception takes longer. Old impressions can resurface quickly if new behaviors are not sustained, which makes repetition and follow-through essential.

Leaders also benefit from external perspective. Coaches, mentors, or trusted peers provide ongoing calibration and help leaders stay aware in the moment. Maintaining curiosity about how one is experienced by others is a key discipline.

Sustained alignment comes from turning insight into habit, reinforcing it through feedback, and continuously checking that intent and impact remain aligned over time.