We investigated the effects of a leader's task-incompetence on how subordinates perceive and interact with their leader. In Study 1, 80 participants in a subordinate role interacted via e-mail and in Study 2, 80 participants interacted face-to-face with either a competent or an incompetent leader on a problem-solving task. Participants' dominance behaviour, how much they resisted the leader's influence, their perception of the leader, and their task involvement were assessed. As predicted, subordinates perceived the leader's incompetence as a lack of power and compensated for it by taking on a more powerful position themselves (i.e., more dominance behaviour, more resistance to the leader's influencing attempts). In sum, having a task-incompetent leader affects not only the subordinates' perception of the leader but also how the subordinate interacts with the leader.