What would you say is the greatest leadership challenge? Could it be getting your team members to buy into the vision you have for your department or business? Might it be achieving exceptional results when the team has produced mediocre outcomes for several quarters? Is it integrating new members onto your team, or navigating a merger, or leading through a crisis? Whatever answer first came to mind, consider this one: the greatest leadership challenge may not be external at all.

I would suggest that the greatest leadership challenge is a leader owning his or her own faults. My greatest personal challenge as a leader is being honest about my mistakes--and being willing to receive feedback from my own team, my subordinates, when I have royally screwed up and I know it. It turns out I am not alone in that struggle, and neither are you.

A Contemporary Case Study

New York City mayor Zohran Mamdani recently offered a vivid illustration of this challenge. On April 15--tax day--Mamdani posed for a video outside the Manhattan residence of billionaire hedge fund manager Ken Griffin, in a calculated effort to highlight his campaign promise to tax the city’s wealthiest residents (McGreevy, 2026). Griffin, who does not live full-time in New York City, was publicly embarrassed by the stunt. Business commentators called it a significant misstep, and Griffin responded by announcing a pause on further development in the city and doubling down on investment plans for Miami, calling the mayor’s remarks “creepy and weird” (McGreevy, 2026).

Mayor Mamdani eventually softened his public rhetoric and made overtures to Griffin, but he did not apologize. He remained confident that his approach was justified by his electoral mandate. And that confidence will cost thousands of New Yorkers--construction workers, permanent employees in Midtown Manhattan--real economic opportunity (McGreevy, 2026).

Now, we could set this aside as the behavior of a hard-left ideologue. But before we do, consider the question more personally: have you ever been so convinced your approach was correct that you couldn’t hear the feedback telling you otherwise--until the damage was already done?

Why Leaders Don’t Admit Mistakes

One HR leadership publication identified several reasons why leaders make what it bluntly calls “dumb” decisions (McGovern, 2024). Leaders too often rely on past experience and assume a comparable approach will yield similar results. They fail to do sufficient background work to understand how a decision will impact others. They make choices out of fear--fear of consequences, fear of how their decision will affect their popularity or standing. They overthink small problems until they become large ones. And some leaders simply think too highly of themselves, making decisions based on personal preference rather than sound judgment (McGovern, 2024).

The same forces that drive poor decisions also drive the refusal to acknowledge them. Former President George W. Bush was asked on two separate occasions during his presidency whether he had made any mistakes in office. On both occasions, he declined to name one (Adubato, 2026). It was not that Bush lacked intelligence or integrity in other areas--it is that admitting fault, especially publicly, cuts against something deep in the leadership psyche. The unwillingness to be wrong is not a character flaw unique to politicians; it shows up in boardrooms, classrooms, and corner offices every day.

The Gap Between Regret and Forgiveness

Even when leaders do acknowledge their errors, there is often something conspicuously absent. Elton John put it plainly back in 1976: “Sorry seems to be the hardest word” (Bowerman, 2016). History has proven him right. A USA Today examination of notable public apologies from world leaders highlighted former President Clinton’s admission of his relationship with intern Monica Lewinsky, and former Defense Secretary Robert McNamara’s belated acknowledgment of serious errors in planning the Vietnam War (Bowerman, 2016). These were significant moments. But notably, even in these high-profile confessions, the leaders stopped short of genuinely asking for forgiveness. Some expressed regret. Others offered explanations. A few made what amounted to strategic apologies--saying just enough to manage the optics without fully owning the damage.

There is a wide gap between acknowledging a mistake and asking for forgiveness. Acknowledgment says, “I know I was wrong.” Forgiveness-seeking says, “I am sorry for what my error cost you, and I want to repair what I broke.” Leaders who merely acknowledge errors when caught are managing a situation. Leaders who seek forgiveness are rebuilding a relationship. Former Duke basketball coach Mike Krzyzewski understood this distinction: “When a leader makes a mistake and doesn’t admit it, he is seen as arrogant and untrustworthy. And ‘untrustworthy’ is the last thing a leader wants to be” (Adubato, 2026).

Trust is the currency of leadership. It takes years to accumulate and can be squandered in a moment. Research confirms that building trust is among the most in-demand leadership skills in today’s workplace, and that one of the primary ways leaders erode it is by making a mistake and refusing to own it (Bush, 2025).

The Theological Root: Pride and Fear

The patterns we see in the boardroom have a much older diagnosis. In their foundational work on servant leadership, Ken Blanchard and Phil Hodges identify pride and fear as the two primary obstacles that cause leaders to “edge God out” of their lives and decisions (Blanchard & Hodges, 2005). Pride causes leaders to rely on their own sufficiency, convincing them they have nothing to learn and no errors to confess. Fear--fear of exposure, of judgment, of losing status--causes leaders to avoid the transparency necessary for genuine relationship, both with God and with the people they lead.

These are not merely psychological categories. They are spiritual ones. And the gospel speaks directly to both. Christianity does not offer a path around guilt and shame--it offers a path through them. Jesus Christ came not for the self-sufficient, but for those who have run out of excuses. He died to free leaders and followers alike from the condemnation of failure, the fear of exposure, and the oppressive weight of unconfessed error. The redemption He offers is not a cover-up; it is a genuine restoration--of relationship with God and with others.

Confession as Leadership Practice

Scripture is clear that genuine forgiveness--whether from God or from others--requires honest acknowledgment of fault. Attempting to pass off a sin as a mere mistake, a temporary lapse, or simply the result of circumstances is a barrier to restoration (GotQuestions.org, 2026). The biblical term for this public, humble acknowledgment is confession--and it is as relevant in organizational life as it is in spiritual life.

King David provides one of Scripture’s most instructive leadership case studies on this point. After his catastrophic moral failure involving Bathsheba, David did not confess on his own initiative. It took the prophet Nathan--a subordinate, in a sense, speaking truth to the most powerful leader in Israel--to confront the king through a carefully constructed story. That confrontation was not comfortable. But it was necessary for David’s integrity, his growth as a leader, and his relationship with God. Clinging to unacknowledged failure leads to a distorted sense of one’s own importance (James 5:16)--and that distortion is never a foundation for effective leadership.

Being open to feedback--even from those beneath you on the organizational chart--is not weakness. It is one of the highest expressions of leadership maturity. Your team members may see what you cannot see. They may notice the compounding error before it becomes a crisis. Leaders who create environments where honest feedback is welcomed are not just more humble; they are more effective (Adubato, 2026).

The Hardest Word, and the Most Powerful

Elton John was right--sorry is the hardest word. But it may also be the most powerful word available to a leader. Not a strategic, reputation-managing sorry. Not a passive “mistakes were made.” A genuine, humble, relationship-restoring acknowledgment that I was wrong, that it cost you something, and that I want to make it right.

The leader who cannot admit fault is, at some level, still trying to save face before others. The leader who has been freed by grace--who knows that his or her worth is not contingent on appearing infallible--can do something far more powerful. That leader can look a team member, a client, or a colleague in the eye and say: I was wrong. I am sorry. How do we fix this together?

That is not a sign of weakness. That is the greatest leadership challenge--and when met with courage and humility, it is also one of the greatest leadership strengths.

Sources:

Adubato, S.  Great leaders admit their mistakes. (Stand and Deliver, 2026) 

Blanchard, K. H., & Hodges, P.  Lead like Jesus: Lessons from the greatest leadership role model of all times. (W Publishing Group, 2005)

Bowerman, M. Five epic apologies from world leaders. (USA Today, Sept. 6, 2016)

Bush, M. C. 9 high-trust leadership behaviors that build great workplaces. (Great Place to Work, Sept. 9, 2025)

GotQuestions.org.  What does the Bible say about forgiveness? (Got Questions Ministries) 

McGovern, M.  6 reasons we make dumb decisions – and fixes for each. (HR Morning: Leadership and Strategy, Nov. 25, 2024)

McGreevy, R.  Hedge fund billionaire expands Miami development plans after Mamdani feud. (Fox Business, June 12, 2026) 

Joseph J. Bucci——Bio and Archives

Joseph J. Bucci has served as a Pastor, Author, HR Director, Director of Training, Professor and Consultant. He teaches in the College of Arts and Sciences at Regent University in Virginia Beach. He has written two books and numerous articles on the theme of integrating faith with life and our work. You can contact Dr. Bucci at: Joseph J Bucci