Address selfish leadership: a CEO guide to increase commitment
Career climbers / April 11, 2025
Josefine Campbell
Martin was Alfred’s star leader, or so he thought. Charismatic, acute and always prepared, Martin Dazzled Alfred, CEO, with his ideas and his ability to offer impressive results. In the meetings, Martin He made Alfred feel compatible, capable and trust in the direction of the company. But what Alfred He did not see that the option did not do it was the wake of frustration, the exhaustion and the fall of Martin left in Your path.
While Martin was an expert in ‘upward drivers’, his behavior towards his team was very different. Hey He dismissed his ideas, obtained personal victories about collective success and created a toxic job Environment that resulted in high rotation. However, Alfred, centered on Martin’s ascending charm and The results at the surface level failed to see the broader damage than Martin’s selfish leadership was inflicting
The organization.
This scenario is too common. Selfish leadership, which Martin exercises or thrives in Environments where CEO judge leaders for their own experience with them instead of the impact These leaders have throughout the organization. Martin and Alfred are some of my main characters Last book, ’12 Tools to administer a selfish leader: unlock authenticity for resilience ‘. The book is Based on real experiences, training leaders in large corporate companies.
As CEO, the challenge is to look beyond the facade and recognize the real effect that a leader has in His team and the culture of the company. Here are five aspects to be aware or when addressing the selfish Leadership, increased participation and creation of an authentic workplace where people get involved, Prosper, and remain loyal.
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