JOURNAL ARTICLE

The Hidden Beliefs That Hold Leaders Back.

  • Published In: Harvard Business Review, 2025, v. 103, n. 6. P. 131 1 of 3

  • Database: Business Source Ultimate 2 of 3

  • Authored By: Wilkins, Muriel M. 3 of 3

Abstract

The article focuses on how high-performing leaders can identify and overcome internal limiting beliefs, termed "hidden blockers," that impede their effectiveness and career advancement. It outlines seven common hidden blockers—such as the need to be involved in every detail, fear of making mistakes, and feelings of not belonging—and presents a three-step framework for overcoming them: uncovering the belief, unpacking its origins and impact, and reframing it into a more productive mindset. Through case examples, the article illustrates how leaders can apply this process to improve decision-making, collaboration, and influence. Additionally, it emphasizes the role of leaders in helping their teams and organizations recognize and reframe collective limiting beliefs to foster a culture of growth and enhanced performance.

Additional Information

  • Source:Harvard Business Review. 2025/11, Vol. 103, Issue 6, p131
  • Document Type:Article
  • Subject Area:Psychology
  • Publication Date:2025
  • ISSN:0017-8012
  • Accession Number:188661129
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