I have come across many brilliant leaders. Visionaries, brave, with an admirable ability to make decisions in highly complex scenarios. But, in some cases, This initial admiration gave way to growing discomfort: no matter how much the company grew, everything continued to revolve around the figure of the “savior”. No decision was made without his blessing, no idea flourished without his approval. E, with time, It was clear that this glow did not illuminate anyone - it only dazzled.
This is called the Messiah syndrome: leaders who believe they are the only ones capable of keeping the organization standing. The speech is noble — it talks about mission, legacy, responsibility — but the background is different: fear of being replaced, insecurity in the face of one's own fragility, and a veiled belief that the company without him or her simply would not survive.
“Know all the theories, master all techniques, but when touching a human soul, be just another human soul.” Carl Jung
Carl Jung offers us an in-depth look at this phenomenon when describing the hero archetype. In its healthy form, this archetype drives leaders to overcome challenges and protect their teams. But when it gets out of balance, becomes the corporate Messiah — someone who needs to be indispensable to justify his own existence. E, for this, ends up sabotaging everything that could make the organization autonomous.
The effects of this are silent, but devastating. Teams start to depend on constant validations, middle managers stop taking risks, succession plans become taboo. The leader builds an image of greatness at the cost of the company's structural impoverishment. And the worst: oftentimes, with the genuine applause of those who feel protected by this strong and controlling presence.
For those led, Living with this type of leadership requires emotional intelligence and a good dose of strategy. The first trap to avoid is idealization. It's easy to be enchanted by charismatic leaders, especially when they position themselves as protectors or mentors. But you need to keep a critical eye: Is this leadership really promoting collective growth?, or just reinforcing its own indispensability?
Another solution is to strengthen the culture of collaboration without waiting for it to come from above.. Network projects, horizontal partnerships, spontaneous initiatives between peers — all of this helps to build an organizational logic that does not depend on a single command center. And the more this network strengthens, the harder it will be for any leader to sustain the “without me, nothing happens”.
It is also worth remembering that it is not always possible to change the scenario from within.. In some cases, The best we can do is learn from what is being revealed. Messiah syndrome shows, very clearly, the limits of leadership based on control and self-glorification. And it invites us to reflect on the kind of leader we ourselves want to be — now or in the future.
Leadership is not about saving anyone. It is about creating conditions so that others can also lead. And that requires humility, detachment and a worldview that goes beyond the mirror itself. A leader's true legacy is not in the pedestal he occupies — but in the freedom he leaves behind.
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