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Warning: Your CEO Might Think They're Achilles... Let's Dig into Narcissistic vs Hubristic Leadership
- Meg Steinschauer, MBA
- Mar 24
- 10 min read
Leadership is often celebrated as the magical glue that holds thriving organisations together. It’s all about confidence, vision, and decision-making that inspires teams to achieve their best, right? But what happens when that winning charisma turns into unchecked arrogance? When confidence morphs into conceit, and vision becomes a self-serving road to disaster?
Enter narcissistic and hubristic leadership... a destructive duo that can wreak havoc on organisations of any size. And no, this isn’t the premise of the latest workplace sitcom (though it might make for an absolutely chaotic season). These leadership styles are very real threats, subtly eroding team morale, destroying trust, and jeopardising the future of companies.
If you’re an HR professional, a business leader, an Executive Assistant, Chief of Staff, or, frankly, the one who always ends up mediating that mess of a boardroom argument, knowing how to identify and manage these behaviours is crucial. Brace yourselves; we’re peeling back the shiny façade of ego-driven leadership in all its messy glory.
What Is Narcissistic and Hubristic Leadership?
Before we blame every dramatic team meeting and eyebrow-raising decision on "bad leadership," it’s important to understand exactly what we’re dealing with. While narcissistic and hubristic leadership often look like two peas in a dysfunctional pod, they stem from different psychological roots.
Narcissistic Leadership
Picture the office diva who demands a standing ovation for every successful team project but vanishes the moment things go south. That’s your classic narcissistic leader. They’re all about them, and honestly? The rest of the team might as well be extras in their personal movie.
Here’s what defines a narcissistic leader
Self-Absorption: Decisions are made to protect or enhance their image, not the company’s success.
Defensiveness: Even the slightest criticism feels like a personal attack.
Blame-Shifting: If it’s good, they did it. If it’s bad, it’s your fault.
Zero Empathy: Your well-being? Completely irrelevant. You’re just a pawn on their power chessboard.
Deeply curious? Gérard Ouimet’s work (2010) identifies four key factors behind narcissistic leadership behaviours: idiosyncratic, cultural, environmental, and structural influences. Feel free to geek out via your nearest academic journal.
Hubristic Leadership
If narcissistic leaders are all about looking invincible, hubristic leaders genuinely believe they are. Think Achilles with a corporate title... unstoppable, overconfident, and charging into decisions without considering the consequences.
Key traits of hubristic leadership
Unrealistic Confidence: Their decisions are gold... or so they believe.
High-Risk Gambles: Bold moves for glory, even when the odds are against them.
Dismissive of Expertise: “Experts? Who needs them when I’ve got my instincts?”
Intolerance for Feedback: "My way or the highway" might as well be their motto.
For a deeper dive, check out Sarosh Asad and Eugene Sadler-Smith’s research (2020) on leader hubris and its impact on organisational dynamics.
The True Costs of Narcissistic and Hubristic Leadership
You’d be forgiven if this all sounds like the plot of a dark comedy, but the consequences for real organisations are anything but funny. These leadership styles can bleed your business dry faster than an all-inclusive office party.
➡️ Toxic Work Environments and High Turnover
Narcissists create fear-driven cultures, leaving employees undervalued, disposable, and walking on eggshells.
Hubristic leaders stifle collaboration, creating workplaces where psychological safety evaporates faster than your morning cappuccino.
End result? Talented employees leave. Quickly. High turnover doesn’t just cost you money, it takes morale down with it. A revolving door of staff reduces overall productivity and damages company culture.
➡️Facepalm-Grade Decision-Making
Narcissists make choices that prioritise personal glory over organisational goals.
Hubristic leaders bet big and often lose bigger, thanks to overconfidence and a lack of caution.
Case in point? Remember WeWork’s implosion under Adam Neumann? His unchecked hubris led to erratic decisions, an IPO failure, billions in losses, and an organisation that’s now a business-school cautionary tale.
➡️Dented Reputation and Stunted Growth
When leaders burn bridges or make reckless decisions, the ripple effects extend far beyond team morale. Partnerships falter, investors vanish, and the brand becomes a punchline. Organisations built on shaky leadership might win a few battles but ultimately lose the war for long-term success.
End result: the organisation becomes a cautionary tale instead of an industry trailblazer.
Spotting the Red Flags Before They Sink Your Ship
Now that we’ve identified the problem, how do we fix it? Good question. But before you send your C-suite leaders an anonymous email with this article attached, let’s focus on how to spot the signs early and take proactive steps to address them. Recognizing these behaviours ahead of time can save your organisation from costly missteps and a toxic work environment.
‼️Warning Signs of Narcissistic and Hubristic Leadership
Grandiose Statements: "I already know the answer. I've already made the plan. I've already mapped this out. Why waste time on input?" Leaders with this mindset shut down collaboration, dismissing valuable insights from their team. Over time, this can stifle innovation and alienate employees.
What it looks like: Cutting team discussions short, dismissing alternative ideas outright, or presenting their opinion as the only feasible solution.
Feedback Averse: “The vision is flawless, and anyone who disagrees just doesn’t get it.” A refusal to accept constructive criticism prevents growth and improvement, leading to poor decisions that could have been avoided with open communication.
What it looks like: Brushing off suggestions, defensive reactions to feedback, or creating a culture where employees fear voicing dissenting opinions.
Selfish Agendas: "How does this make us(me) look?” These leaders prioritize their personal reputation over the organisation’s success, often making decisions that serve their own interests rather than the team or company as a whole.
What it looks like: Taking credit for team successes, focusing only on projects that boost their visibility, or ignoring team needs to advance personal career goals.
Excessive Confidence: "Failure isn’t in my vocabulary. Neither is ‘reality check.’" Overconfidence blinds leaders to potential risks and practical challenges, creating a culture where setbacks are ignored until they become crises.
What it looks like: Dismissing risk assessments, avoiding contingency plans, or pressuring the team to meet unrealistic goals.
Micromanaging: "If I’m not overseeing every step, it won’t be done right." Micromanagement stifles creativity and trust, leaving employees feeling undervalued and disempowered.
What it looks like: Constantly checking in on tasks, making unnecessary corrections, or refusing to delegate responsibilities.
Inconsistent Direction: "I changed my mind... again." Leaders who frequently shift priorities or goals create confusion and frustration within their teams.
What it looks like: Regularly altering project scopes, failing to stick with decisions, or providing unclear communication about expectations.
Blame Shifting: "That’s not my fault, it’s on the team." Leaders who avoid accountability damage trust and morale, often leaving employees to shoulder the consequences of poor decisions.
What it looks like: Publicly pointing fingers at team members (or doing to other team members behind closed doors), refusing to acknowledge their own mistakes, or undermining the team's confidence to protect their own image.
Avoiding Hard Decisions: "Let’s just wait and see how it plays out." Leaders who avoid making tough calls can paralyze progress and create uncertainty for their teams.
What it looks like: Procrastinating on key decisions, refusing to address conflict, or ignoring pressing issues until they escalate into larger problems.
When these traits start showing up at decision-making tables, it’s not just a red flag, it’s a clear signal to act. Addressing these behaviours early with open dialogue, accountability, and leadership training can prevent bigger issues down the line and ensure a healthier work environment for everyone involved.
Practical Tips to Mitigate and Prevent Ego-Led Leadership Disasters
Spotting the danger is only half the battle. The real challenge lies in steering your organisation back on the right track. Here are some strategies to consider:
💡 Foster a Culture of Accountability
Implement checks and balances that stop power from pooling in one individual. For example, companies like Netflix have adopted a “Freedom and Responsibility” approach where accountability is shared across teams, ensuring no single person holds disproportionate power.
Create transparent decision-making processes that involve multiple perspectives. Tools like Asana or Monday.com can help track decisions and make processes open to the team.
Consider rotating leadership responsibilities or forming advisory boards to ensure diverse viewpoints and shared accountability. Take a page from tech companies like GitLab, where shared decision-making and rotating responsibilities foster collaboration.
💡 Invest in Self-Awareness and Ethical Leadership
Introduce emotional intelligence (EI) workshops to help leaders understand the impact of their behaviours. Google’s “Search Inside Yourself” program is a great example of leadership training focused on emotional intelligence and mindfulness.
Provide executive coaching focused on reflective leadership. For instance, Patagonia has invested in leadership programs that emphasize ethical decision-making and sustainability.
Use 360-degree feedback tools to hold leaders accountable. Real-world tools like CultureAmp or Lattice are frequently used by companies to gather constructive feedback from employees at all levels.
💡 Empower Cross-Functional Collaboration
Spread decision-making power across cross-departmental teams. Spotify uses “Squads” to spread ownership across multiple departments, allowing for shared responsibility and innovation.
Regularly bring in diverse voices and perspectives to encourage innovation and critical thinking. For example, Procter & Gamble’s “Connect + Develop” program invites external collaborators to share ideas and drive innovation.
💡 Encourage a Feedback-Rich Environment
Make feedback a regular, judgement-free zone, because who doesn’t love a good tip on how to be less of a poser? Companies like Adobe have replaced annual performance reviews with regular “Check-Ins” to foster ongoing, open communication.
Train teams to give constructive feedback that’s helpful, not a savage roast. A practical example: Airbnb uses structured feedback tools and workshops to teach teams how to provide actionable input.
Encourage leaders to actively seek feedback, because no one has time for a ‘know-it-all’ act. Amazon incorporates a “Leadership Principle” of earning trust, where leaders constantly seek feedback to grow.
💡 Celebrate Small Wins, Not Just Big Egos
Create a culture where collaboration and team achievements are celebrated, not just individual heroics. Atlassian, for instance, hosts regular “ShipIt” days to celebrate team successes and progress.
Recognise contributions at all levels. Companies like Zappos are known for their peer-to-peer recognition programs, where any employee can celebrate another’s contribution.
Shift the narrative from “I did this” to “We crushed it together!” Lego employs collaborative storytelling in its teams, crediting shared effort rather than individual success in its creative projects.
By combining these strategies with a dose of humility, organisations can transform ego-clashes into opportunities for growth and connection. It’s not about crushing egos into dust (unless those egos brew chaos); it’s about channelling leadership power into something that uplifts everyone.
Quick Poll: Have You Encountered Ego-Driven Leadership?
We’ve all seen different leadership styles in action—some inspiring, others… let’s just say memorable for the wrong reasons.
Which of these leadership traits have you experienced first-hand in your workplace? (Select all that apply.)
Have You Encountered Ego-Driven Leadership?
Narcissistic | Self-absorbed, takes credit, shifts blame
Hubristic | Overconfident, reckless, ignores advice
Micromanaging | Controlling, distrustful, obsessive
Unaccountable | Blame-shifting, avoids tough calls
You can vote for more than one answer.
Leadership Anchored in Character
Ego might get you through the door, but character keeps you at the table. Ethical, self-aware leaders don’t just make better bosses, they create resilient, high-performing organisations. Narcissistic and hubristic leadership might deliver flashy short-term wins, but the long-term fallout isn’t worth it.
The next time you’re faced with a risky decision or an insistent voice in the boardroom, ask this simple yet transformational question:
"What’s best for the team and the bigger picture?"
Aligning decisions with this principle can steer businesses toward lasting success, without succumbing to the shadows of ego-driven leadership.
Oh, and perhaps a gentle reminder, leaders don’t have to have all the answers, but they do need to create a space where the right answers can surface.
Time to make humility as trendy as open-plan offices? I think so.
Meg ✌️
P.S - Want to Dive Deeper?
So you're still reading this? You must be just as curious as I am about what makes an organisation tick... Have a read of the below... be careful, it's a rabbit hole!
📖 Asad, S., & Sadler-Smith, E. (2020). Differentiating leader hubris and narcissism on the basis of power. Leadership, 16(1), 39–61. https://doi.org/10.1177/1742715019885763
📖 Ouimet, G. (2010). Dynamics of narcissistic leadership in organizations: Towards an integrated research model. Journal of Managerial Psychology, 25(7), 713–726. https://doi.org/10.1108/02683941011075265
📖 WeWork Case Study: Carr, A. (2019) Inside WeWork’s implosion: How Adam Neumann’s Overreach Built, and Destroyed, a $47 Billion Startup. Fast Company. The fall of WeWork's Adam Neumann - Fast Company
📖 Google’s "Search Inside Yourself" programme: Goleman, D. (2013) Focus: The Hidden Driver of Excellence. HarperCollins. Focus: The Hidden Driver of Excellence - Daniel Goleman - Google Books
📖 Netflix Culture of Accountability: Hastings, R. and Meyer, E. (2020) No Rules Rules: Netflix and the Culture of Reinvention. Penguin. No Rules Rules: Netflix and the Culture of Reinvention – Admired Leadership
📖 Spotify’s Squads Model: Kniberg, H. and Ivarsson, A. (2012) Scaling Agile @ Spotify. SpotifyScaling.pdf
📖 Procter & Gamble’s Open Innovation Model: Huston, L. and Sakkab, N. (2006) Connect and Develop: Inside Procter & Gamble’s New Model for Innovation. Harvard Business Review. Connect and Develop: Inside Procter & Gamble’s New Model for Innovation
📖 Adobe’s Performance Feedback Approach: Adobe Check-In: No More Performance Reviews. (2013) How we inspire great performance at Adobe | Adobe Blog
📖 Amazon’s Leadership Principles: Amazon’s 14 Leadership Principles: What They Are and Why They Work. ValiantCEO
📖 Atlassian’s "ShipIt" Days: How Atlassian Uses Hackathons to Drive Innovation. (2021) From Ideas to Impact: The Story of ShipIt - Work Life by Atlassian
📖 Zappos’ Peer-to-Peer Recognition Program: Hsieh, T. (2010) Delivering Happiness: A Path to Profits, Passion, and Purpose. Delivering happiness : a path to profits, passion, and purpose : Hsieh, Tony : Free Download, Borrow, and Streaming : Internet Archive
📖Lego’s Collaborative Storytelling Model: Lego’s Approach to Co-Creation and Innovation. Co-creation strategy — Ideas.Lego.com Case Study | by Gloria Worlikar | Medium
P.P.S.
Why do I even have the nerve to write this? Good question.
Honestly, I’m just someone who’s spent years working with incredible executives, navigating the chaos, and figuring things out along the way. I’ve had the privilege of being the right hand to some truly inspiring leaders, learning from every challenge, misstep, and breakthrough.
I also happen to have an MBA (if that counts for anything) and I’m currently studying organisational psychology, mostly because I find people and how we work together endlessly fascinating.
But really, none of that is the point. I’m just here to share what I’ve learned, in case it helps someone else. Take what’s useful, leave the rest, and know that you’re already doing far better than you probably give yourself credit for.
Now, go be brilliant. ✨
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