Most leaders in all sizes of organizations operate from the ego, rather than from authentic power. The ego blocks true creativity and energy that could be unleashed in the workplace. Egoic leadership also constrains the abilities and possibilities of its followers, which impacts the bottom line.
Some symptoms of an ego-driven management style include the following:
• Personal agendas rather than the common good of the organization are the order of the day.
• Conditioning from past mistakes and disappointments is the basis for decisions.
• External validation such as money, status, and power are the motivators.
• Projection and blame, rather than ownership and personal responsibility, are the norm.
• Fear is the underlying factor for all action.
• Rivalry and internal competition block true teamwork and alliance.
• Lip service and inauthentic communication are common.
• Rigidity and high control are the underlying structure.
• Disregard of employees’ needs or feelings is normal and usually rationalized.
• Discrimination (age, race, gender, weight, sexual orientation, religion, etc.), though denied, is occurring.
