This chapter challenges conventional approaches to leadership selection by distinguishing capability from suitability for power. It explains why individuals who appear capable of being an effective leader may not be psychologically equipped to handle power without being distorted by it. Using narcissism as a case study, it explores how traits that aid performance can become liabilities under power’s influence. It exposes the complexity of predicting power’s effects due to individual differences and situational variables, and offers practical guidelines for identifying red flags. Finally, it argues for a more nuanced, explicit assessment of how potential leaders are likely to react to power itself.