The personality of people with excellent judgment may not fit the generally accepted stereotype of a decisive leader. People often tend to trust and like leaders who are firm and clear and who seem to know, immediately and deep in their bones, what is right. Such leaders inspire confidence. But the evidence suggests that if the goal is to reduce error, it is better for leaders (and others) to remain open to counterarguments and to know that they might be wrong. If they end up being decisive, it is at the end of a process, not at the start.
