Are you enabling leadership hubris?
Hubris—that extreme pride and arrogance—occurs when those in power lose their connection to reality and vastly overestimate their capabilities. Unfortunately, our culture has a large role in the development and encouragement of arrogance. When we elevate those in power with undeserved (i.e. unearned) prestige, perks and privilege, we fuel egotists and leadership hubris.
Historically, egotists in business, politics and society are rewarded more than humble leaders, at least from an observable standpoint. Have you noticed how prideful, forceful, outgoing and brash behavior seem to permit greater levels of advancement than humility? Leaders with these traits are more admired, revered and feared for their ability to take charge and get things done. The fallout behind the scenes, where people pay a high price, is generally overlooked. The big accomplishments drown out the detriments.
Entitlement
Leadership hubris is born from these influences, where leaders feel privileged and free to do as they wish. Because of their positions and accomplishments, they go unchallenged and unquestioned. I think we’ve all seen such leaders develop a mindset that they operate under a different set of rules and can take liberties others cannot. Their behavior, especially how they treat others, is often granted an exceptional status, where the ends justify the means.
Those who have command are regarded as impressive and important; we admire those who seemingly have the ability to control the world around them. As Rasmus Hougaard and Jacqueline Carter describe in the HBR article, “Ego is the Enemy of Good Leadership”, importance feeds on itself, magnifying the effect in an upward spiral.
When we encourage young aspiring professionals to reach the highest level of importance possible in order to be able to tell others what to do, we send the message that anything else is simply less important and less fulfilling. Arrogance is the natural outcome from someone who believes they deserve to be in charge.
Competition
Another cultural influence on the prevalence of leadership arrogance is the competitive nature of business. It is commonly believed that to survive on today’s battleground for market share and profits the leader must be tough, aggressive and ruthless. Boldness, notoriety and arrogance are the tactics used to gain the upper hand and be victorious. Most business settings have come to expect this, allow for it and endure it within the ranks.
An HBR article by Bill Taylor on leadership arrogance points out that many view life in business as competitive by nature, requiring an aggressive approach not only with the outside world, but within the company walls. Everyone is in the trenches together, and arrogance becomes a “useful” tool to keep the internal machinery running. Have you experienced this?
Softness doesn’t seem to get it done, at least not in the minds of many leaders today. Humility is viewed as weakness. It draws images of inferiority and being subservient. Today’s talent is raised with these notions, a carry-over from generations past. Unfortunately, this is tragically misguided. A qualified executive coach can help sort through leadership myths and get to the truth about how people are successfully managed.
What do you think? Do you see examples of enabling leadership hubris? I’d love to hear from you. You can call me at 561-582-6060, let’s talk. And as always, I can be reached here, or on LinkedIn.
