It is interesting to observe how some leaders, with time, They start to act as if they were their own company. It's not just a question of vanity or personal style — it's almost a symbolic fusion. The organization badge turns into a mirror, reflecting only the inflated image of an ego that no longer distinguishes where the individual ends and the collective begins. E, when this happens, the risk of silent collapse sets in.
Throughout my journey, I saw many leaders get lost in this narcissistic maze. One success after another, the easy applause, internal idolatry — all of this feeds the construction of a narrative where the leader is the absolute protagonist, and the team becomes extras. The problem is that, when the script depends on just one actor, any crisis turns into a monologue. And companies don't survive on monologues.
“The more fragile the ego, but he needs to impose himself as great.” Sigmund Freud
Freud helps us understand this mechanism: the narcissism of some leaders is not a sign of strength, but of masked insecurity. The leader who always needs to be right, that demands blind loyalty, who does not tolerate criticism or does not share merit, this, as a matter of fact, at war with your own inner doubt. But this war is fought at the expense of the team.
For those under this type of leadership, wear is continuous. Initiatives are blocked because they threaten the boss's centrality. Talents are stifled so that no one dims their light. The company's mission — if it still exists — is replaced by the mission to protect the leader's status. And those who don't understand this game end up frustrated, confused or, worse, sick.
But there are ways to live with it without erasing yourself.. The first is not to buy into the logic of the stage. Don't compete for attention, Don't even try to prove yourself to someone who only recognizes mirrors. The game is different: reposition your purpose within the organization. Find projects where you can deliver real impact, even if under the radar. Build alliances with other people who also seek to make a difference without clashing with the dominant ego.
Another strategy is to maintain a firm and discreet professional posture.. The inflated ego feeds on sycophants and obvious opponents. Being too neutral can seem like an omission, but in this context, It's a form of strategic self-preservation. When possible, try to redirect conversations to the collective: “How can our team deliver more value?”, “How does this project contribute to the company’s purpose?”. Little questions like these are quiet ways to bring your focus back to where it belongs..
Leadership is supporting the symbolic weight of the organization — but never confusing it with yourself. When the leader's ego swallows the culture, values and even strategy, the company runs the risk of being just a momentary reflection of a fragile identity. I've seen promising businesses wither because one man's ego was bigger than his vision of a collective future..
And perhaps the role of those led, in these cases, be remembering what many forget: leadership is transient, but the company's mission needs to be permanent. Even though, for a while, be hidden behind the mirror.
Access all articles in the Ego and Leadership series at