Ego, often masked as confidence or ambition, is one of the most insidious threats to leadership success. While a healthy level of self-assurance can drive innovation and determination, unchecked ego frequently derails a leader’s effectiveness. It can shift the focus from organisational goals to personal gain, resulting in poor decision-making, limited collaboration, and ultimately, organisational stagnation or failure.
Toxic big egos can be particularly detrimental in leadership. Leaders with big egos are often more concerned with their own image and status than the success of the team or organization. They may be unwilling to listen to others, take responsibility for their actions, or admit when they are wrong. This can create a toxic work environment and lead to high turnover, low morale, and poor performance.
As Jim Collins stated in his book “Good to Great,” “Level 5 leaders channel their ego needs away from themselves and into the larger goal of building a great company.” This means that great leaders are those who put the needs of the organization or team first, rather than their own egos.
The Dangers of a Toxic Big Ego in Leadership
When leaders allow ego to dominate, it can create a toxic environment. Leaders with inflated egos are often more invested in their own image than the collective success of the team. Characteristics of ego-driven leadership include:
- Resistance to feedback: Refusing to listen to constructive criticism can alienate team members and stifle growth.
- Avoidance of accountability: Leaders who never admit fault foster a culture of blame and fear.
- Dominance over collaboration: Suppressing the ideas of others diminishes creativity and team cohesion.
Jim Collins, in his seminal book Good to Great, underscores the importance of humility in leadership: “Level 5 leaders channel their ego needs away from themselves and into the larger goal of building a great company.” These leaders prioritise collective success over personal accolades, demonstrating that humility and self-awareness are hallmarks of exceptional leadership.
How to Avoid the Ego Trap: Practical Do’s and Don’ts for Leaders
Jim Collins, in his seminal book Good to Great, underscores the importance of humility in leadership: “Level 5 leaders channel their ego needs away from themselves and into the larger goal of building a great company.” These leaders prioritise collective success over personal accolades, demonstrating that humility and self-awareness are hallmarks of exceptional leadership.
Leadership Do's and Don'ts: Keys to Success
Do's:
- Embrace feedback: Actively seek and value input from your team and peers.
- Encourage collaboration: Foster a team environment where every voice is heard.
- Promote trust and respect: Build relationships based on mutual understanding and transparency.
- Prioritise collective goals: Make decisions that benefit the team and organisation, not just yourself.
- Own your actions: Be accountable for your successes and failures.
- Admit mistakes: Demonstrating vulnerability and growth inspires trust.
Don'ts:
- Dismiss others’ opinions: Avoid shutting down alternative perspectives.
- Act out of self-interest: Base decisions on the organisation’s needs, not personal gain.
- Deflect blame: Refusing to take responsibility erodes trust and morale.
- Stifle innovation: Rejecting new ideas discourages creativity and progress.
Escaping the Ego Trap: Steps to Leadership Success and Growth
- Seek out feedback from your team and colleagues
- Take a step back and evaluate your decision-making process
- Be open to new ideas and perspectives
- Reflect on your actions and consider how they impact the team or organization
- Make a conscious effort to put the needs of the team or organization first
In conclusion, ego can be a powerful force in leadership, but it can also be the enemy of good leadership. As The Arbinger Institute states in their book “Leadership and Self-Deception,” “Ego is the enemy of good leadership.” A toxic big ego can be particularly detrimental in leadership, which can lead to a toxic work environment. To avoid falling into the ego trap, leaders must be aware of their own motivations and biases, and put the needs of the team or organization first. By following these practical do’s and don’ts and taking the steps outlined above, everyone can become great leader who inspires and motivates their team to achieve great things.
References:
- “Leadership and Self-Deception” by the Arbinger Institute
- “Good to Great” by Jim Collins
Further Reading:
- “The Ego and the Leader: How to Avoid the Traps of Ego-Driven Leadership” by R. Scott Tannenbaum
- “Ego and Leadership: The Intersection of the Personal and the Professional” by Robert E. Kaplan and Anette Mikes
About the Leader
Justin Pavsic
Chief Executive Officer
Justin Pavsic, Co-Founder and CEO of Staff Domain, is an innovative leader in offshore outsourcing who has transformed an industry–once defined by cost-cutting–into one prioritising positive employee experiences and organisational culture.
Since founding Staff Domain in 2018, Justin has driven the company’s rapid global expansion by hiring and offshoring top talent from the Philippines and South Africa. Known for his calm demeanour and quick problem-solving skills, his deep understanding of building and leading international teams has made him a trusted advisor to hundreds of companies globally.
A true global citizen and business leader, he founded and led companies in Papua New Guinea, Australia, and the United States, and now extends his impact to the Philippines and South Africa. Seeing how great job opportunities positively impact people’s lives, his central mission is to uplift communities through education and employment and help connect global companies with highly-skilled talents.
