Not every problem in organizations comes from strategy, culture or market. Sometimes, what paralyzes, suffocates or contaminates the environment is something more invisible — and more human: o ego. When observing leaders from different companies and sectors, I realized that many of them, by reaching positions of power, begin to get confused with their own position. They believe they are indispensable, who are always right, that everything revolves around your presence. And the worst: oftentimes, the system reinforces this. Elon Musk (Tesla), Steve Jobs (Apple), Adam Neumann (WeWork), Elizabeth Holmes (Theranos) are just a few examples of leaders who were very important to business, but which present very negative leadership traits for those they lead.
This series was born from the desire to look at this phenomenon. Not to accuse, but to understand. Not just to question, but to open paths — especially for those on the other side: those led who need to find ways to resist, grow and maintain sanity in the face of egoic bosses. The central idea was to seek concepts from psychology thinkers that would allow us to understand the relationship between the leader and his ego..
Over seven articles, I explore how ego manifests itself in leadership and what it teaches — about others, but mainly about us and possible strategies for operating in environments with this leadership profile.
The ego that grows more than the company – narcissistic leaders begin to confuse their identity with that of the organization, becoming the center of decisions and suffocating the collective mission. The article shows how those led can preserve their autonomy and purpose in the face of this symbolic fusion between ego and institution.
The leader who doesn't listen: the illusion of omniscience – excessive self-confidence leads leaders to believe that they are always right, undermining listening and blocking contributions. The article guides employees to create influence gaps and indirect strategies to maintain their active voice in the environment.
Messiah Syndrome: when the leader believes he is irreplaceable – leaders who see themselves as saviors become barriers to team autonomy and the continuity of the organization. The text proposes ways for those led to maintain their trajectory even in the face of the symbolic centralization of power.
Microautoritarismo: the power that erodes at the edges – subtle authoritarianism, disguised as zeal, erodes team autonomy through excessive control and surveillance. The article teaches how to identify this pattern and find spaces of freedom and resilience even under micromanagement.
When recognition becomes the currency of control – some leaders use praise and recognition as emotional manipulation mechanisms, reinforcing only behaviors that strengthen your own image. The text shows how those led can escape this conditioning and sustain their authenticity.
The ego in succession: why leaders don't prepare replacements – the fear of being replaced leads leaders to avoid succession plans, creating dependent and fragile organizations. The article guides those led to seek development and visibility even in contexts where growth is not encouraged.
What a leader's ego teaches us about us – living with egoic leaders can be a formative experience, revealing our own values, limits and paths. The article proposes a reflective look at how to transform discomfort with other people's ego into learning about who we want to be.
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