Leaders – Is Your Ego in Charge?

1. Prioritising Personal Recognition Over Team Success

When leaders prioritise recognition, they seek individual accolades and praise over collective achievements. This often manifests as publicly showcasing personal contributions while downplaying team efforts. Such behaviour can create resentment, erode trust, and decrease morale, as team members feel undervalued and overlooked. Over time, this undermines collaboration and stifles innovation, as employees may disengage or avoid going the extra mile. By tapping into their higher self, leaders can shift focus to collective wins, celebrating team achievements, and promoting a culture of shared success. This builds trust, motivates teams, and creates a more inclusive and high-performing environment.

2. Being Overly Defensive When Receiving Feedback

Leaders with inflated egos often react defensively to feedback, viewing it as a personal attack rather than an opportunity for growth. They may become dismissive, argumentative, or justify their actions rather than listening and reflecting. This behaviour creates a culture of fear and discourages open communication. Team members may become reluctant to share insights, which hampers continuous improvement and diminishes the team’s capacity to adapt. A leader connecting with their higher self can see feedback as a valuable personal and professional growth tool. They can model openness, encourage dialogue, and embrace constructive criticism to build a stronger, more resilient team.

3. Micromanaging Every Detail to Assert control

Ego-driven leaders tend to micromanage to assert control and meet their standards. This behaviour signals a lack of trust in the team’s abilities and stifles creativity and autonomy. Over time, it can lead to burnout, lower job satisfaction, and reduced productivity, as team members depend on direction rather than taking initiative. By releasing the need to control, leaders can connect with their higher self, empowering their teams instead. They can set clear expectations, provide guidance, and then step back, fostering an environment where employees feel trusted, supported, and motivated to deliver their best work.

4. Withholding Information to Maintain Power

Withholding information is a subtle way for leaders to maintain power and control. Being the gatekeeper of critical knowledge, they can manipulate situations to reinforce their authority. This creates a culture of confusion, dependency, and mistrust. Team members are left in the dark, which hinders their ability to perform effectively and undermines confidence. To act from their higher self, leaders should practice transparency and share information openly, creating a culture of trust and empowerment. Transparent communication encourages collaboration, aligns everyone toward common goals, and enhances decision-making at all levels.

5. Taking Credit for Others’ Work or Ideas

Leaders who take credit for their team’s ideas or work do so to reinforce their image of success and competence. This behaviour demoralises employees, discourages creativity, and stifles a culture of innovation. Employees who feel their contributions are unrecognised become disengaged and less likely to offer new ideas. Leaders can counteract this by consciously acknowledging and praising the efforts of their team members and recognising individual and group contributions. By honouring the achievements of others, leaders cultivate a positive environment where people feel appreciated and are motivated to contribute, driving overall success.

6. Not Admitting Mistakes or Flaws

An ego-driven leader will often refuse to acknowledge their mistakes or shortcomings, fearing it will undermine their authority. This “infallibility” stance can create a toxic culture where errors are hidden rather than addressed, and learning opportunities are missed. Teams may adopt a similar mindset, leading to decreased accountability and innovation. Leaders who connect with their higher self understand that vulnerability is a strength, not a weakness. Admitting errors and demonstrating a willingness to learn sets a powerful example, fostering an environment of trust, growth, and continuous improvement.

7. Avoiding Collaboration and Valuing Personal Opinion Over Others

Leaders driven by ego may avoid collaboration, convinced that their ideas and opinions are superior to others. This behaviour alienates team members and discourages diverse viewpoints, which limits the team’s problem-solving capabilities. A lack of collaboration also creates silos, hindering cross-functional efforts and stifling the organisation’s potential. Leaders can counteract this by embracing a mindset of inclusivity and valuing diverse perspectives. By promoting collaboration, they tap into the team’s collective intelligence, making more informed decisions and cultivating a culture of respect and partnership.

8. Refusing to Delegate, Believing No One Else is Capable

An ego-driven leader often believes they are the only ones who can execute tasks correctly, leading them to hoard responsibilities. This mindset leads to overwork for the leader, burnout, and an underutilised team that feels disempowered and undervalued. By refusing to delegate, leaders fail to develop their team’s skills and create a bottleneck in productivity. Leaders can shift to a higher-self approach by recognising the strengths and capabilities of their team members, trusting them with meaningful responsibilities, and supporting their growth. This builds a more capable, confident, and engaged team.

9. Being Unwilling to Apologise or Admit fault

When leaders refuse to apologise or admit fault, they convey an image of arrogance and infallibility. This behaviour damages relationships and trust within the team, as employees may feel that their leader lacks empathy and accountability. Over time, this erodes respect and creates a culture where mistakes are hidden rather than addressed. Leaders who act from their higher self understand the power of a genuine apology. By owning their mistakes and showing humility, they foster a culture of honesty, accountability, and mutual respect, strengthening team cohesion and performance.

10. Dismissing Contributions from Subordinates

Ego-driven leaders may dismiss suggestions and contributions from subordinates, perceiving them as less valuable than their input. This attitude stifles innovation, discourages open dialogue, and demoralises employees, who feel their insights are not appreciated. Over time, this can lead to disengagement and a lack of initiative. Leaders can address this by practising active listening and creating an environment where all voices are heard and respected. By valuing each person’s input, leaders cultivate a more dynamic and engaged team where everyone feels invested in the organisation’s success.

11. Setting Unrealistic Goals to Highlight Personal Ambition

Leaders driven by ego may set overly ambitious goals to showcase their own ambition and drive, not out of a desire for team growth. This can lead to burnout, stress, and demotivation among team members, who feel pressured to meet unattainable standards. Unrealistic expectations can also lead to compromised quality and increased turnover. By connecting with their higher self, leaders can set challenging yet achievable goals that inspire rather than overwhelm them. They can focus on sustainable growth, recognising and respecting the limits of their team while still pushing for excellence.

12. Using Authoritative Language and Posture to Intimidate

An ego-driven leader may use aggressive language, tone, or body posture to assert dominance and control over others. This creates a hostile work environment where fear overshadows collaboration and openness. Employees may comply outwardly but disengage internally, leading to a loss of morale and productivity. Leaders who aim to tap into their higher self can focus on using language and behaviour that inspire, support, and uplift. By practising empathy, speaking with respect, and fostering psychological safety, leaders create a culture of trust and mutual respect where people feel valued and motivated to contribute.

13. Ignoring the Well-Being of Employees for Personal Gains

Leaders focused on personal success may prioritise results over the well-being of their employees, pushing teams to work long hours or meet unrealistic expectations. This behaviour can lead to burnout, high turnover, and toxic work culture. Employees may feel exploited and disengaged, impacting overall performance and morale. By connecting with their higher self, leaders can prioritise the holistic well-being of their team, balancing results with empathy and support. This approach creates a more sustainable and positive work environment where employees are healthier, happier, and more productive.

14. Overpromising to Stakeholders to Appear More Competent

Ego-driven leaders may overpromise to stakeholders, aiming to appear more capable and ambitious. While this might initially impress, it often leads to unmet expectations, damaged credibility, and strained relationships. The pressure to deliver on overcommitted promises can also negatively impact the team, causing stress and burnout. Leaders can avoid this trap by tapping into their higher self and being realistic and transparent about what is achievable. By setting honest expectations and delivering consistently, they build trust, credibility, and a reputation for reliability.

15. Seeking External Validation and Approval Constantly

Leaders who seek constant validation may prioritise external opinions over internal values and integrity. This behavior can lead to inconsistent decision-making and a lack of authenticity, as they shift directions to gain approval. The team may feel confused, undervalued, and lose confidence in the leader’s vision. By connecting with their higher self, leaders can focus on intrinsic values, making decisions based on what is correct rather than what looks good. This creates a more stable, purpose-driven leadership approach that inspires loyalty and trust.

16. Making Decisions Based on Personal Preferences Rather Than Data or Input

Ego-driven leaders may base decisions on personal preferences rather than data, evidence, or team input. This can result in poor decision-making, as choices are not aligned with the organisation’s best interests. The team may feel sidelined and disempowered, leading to disengagement and lower morale. Leaders can counteract this by embracing a data-informed approach and actively seeking diverse perspectives. Leaders foster a more inclusive, strategic, and effective decision-making process by prioritising what is best for the organisation over personal biases.

17. Creating a Culture of Fear Instead of Trust

Leaders who’s ego is in charge,  may use fear tactics to control their team, such as threats, punitive measures, or favouritism. While fear can drive compliance in the short term, it erodes trust, stifles creativity, and leads to high turnover. Employees are less likely to take risks or innovate in a fear-based culture. By connecting with their higher self, leaders can cultivate a culture of trust where people feel safe to express themselves and take