I argued that the underrepresentation of women in leadership was not due to their lack of ability or motivation, but to our inability to detect incompetence in men. When men are considered for leadership positions, the same traits that predict their downfall are commonly mistaken—even celebrated—as a sign of leadership potential or talent.

There is a world of difference between the personality traits and behaviors it takes to be chosen as a leader and the traits and skills you need to be able to lead effectively.

As a consequence, organizations often assume that a leader’s career success reflects his or her performance—the more senior a leader, the more talented the person must be.

Putting more women in leadership roles does not necessarily improve the quality of leadership, whereas putting more talented leaders into leadership roles will increase the representation of women.

But even more critically, we must put in place much bigger obstacles for the disproportionate glut of incompetent men who are so adept at becoming leaders, to everyone’s peril.