Leadership Highways to Hell — and paths back to the stars
For ages, leadership has been facing a profound crisis. The foundational principles that should guide leaders — ethical responsibility, long-term vision, and a genuine commitment to societal and environmental well-being — are often sidelined by ignorance, short-sightedness, ego-driven decision-making, greed and worse.
The results?
Endless wars, Bhopal, Chernobyl, DuPont Teflon (movie: Dark Waters), Exxon Valdez and Deepwater Horizon, Fukushima Daiichi, Volkswagen Emissions Scandal, ignoring/attacking/sabotaging coordinated global action for increasing environmental standards and reducing pollution... and the list goes on.
"The World Social Report 2020, published by the UN Department of Economic and Social Affairs (DESA), shows that income inequality has increased in most developed countries, and some middle-income countries - including China, which has the world’s fastest growing economy." https://news.un.org/en/story/2020/01/1055681
2023 was the deadliest year on record for humanitarian workers. 2024 could be even worse. These facts lay bare a glaring truth: the world is failing humanitarian workers and, by extension, the people they serve. https://www.un.org/en/observances/humanitarian-day
What about the even bigger (and sum of) failures that threaten humanity's existence on the planet?
"The Earth [ecological] System has passed six of nine planetary boundaries [of sustainability]." https://www.resilience.org/stories/2023-09-18/the-earth-system-has-passed-six-of-nine-planetary-boundaries/
The leadership landscape is covered with dead ends and failures, where the promise of progress is frequently overshadowed by self-serving agendas.
While it's important to acknowledge challenges (and doing an honest, proper root cause analysis), dwelling on them too much doesn't lead to change. I appreciate more and more the focus on solutions! That's why I’ll be incorporating actionable insights and resources throughout the article, aimed at helping leaders improve.
Better leadership is essential for creating a better world.
Important note: When I talk about leadership in this article, I will primarily address leadership in bigger (250+ employees) American and European for-profit companies. In these companies top-down traditional leadership is the most prevalent model, you will find real-life examples mainly from such cultural contexts. For now, I will not address grassroots movements or the civil sector in specific (planned for later).
To add a touch of artistry and a logical arc to this article, I've chosen to draw inspiration from Dante Alighieri's famous work, The Inferno (references start with "Canto"), and Imre Madách's The Tragedy of Man.
"The path to paradise begins in hell." (Canto XXXIV)
We are embarking on a remarkable journey through the depths of hell, descending deeper with each step.
A word of warning: this article will make an impact on you.
It might stir up bad memories, all sorts of feelings, even denial, a common defense mechanism.
However, it was written with the intention to help you.
It takes a lot of courage to face past pains and hidden fears while engaged in deeper self-reflection.
So I encourage you to hold firm while you read until the end, for as the Inferno concludes: "Sic itur ad astra".
That's how you get to the stars.
???
As we begin this descent, imagine stepping into a shadowy, twisting labyrinth where the air grows colder with every breath. Each step takes us further from the light above, deeper into a world where the walls seem to close in, heavy with the weight of despair and lost souls. The path ahead is treacherous, but within the darkness lies the promise of understanding and, ultimately, redemption.
Ignorance: The Unintentional Wrongdoings of Leadership
"Where the spark of reason lies dormant, darkness shall reign."
In this lightest level of Leadership Hell, we find well-meaning but uninformed leaders who fail to fulfill their duties due to lack of basic attitudes, skills and/or knowledge. This includes:
It might be bad news: leadership is certainly not simple. Remember: leadership is a journey.
FLIGBY develops?29 management/leadership skills identified by Prof. Csikszentmihalyi and the architects of FLIGBY to measure leadership and management capabilities and potential. https://www.fligby.com/fligby-leadership-skills/
There are also generational differences. Among other things, younger leaders might be more prone to these errors due to inexperience, while older leaders might struggle with adapting to new cultural and communication norms.
Moreover, in some places leaders are expected to be more hands-off, which can take them away from their more strategic responsibilities. Even though Google’s Project Oxygen has shown how 7 out 8 activities are not about direct hands-on contribution, finding the right balance between being involved and focusing on the impactful parts can be a challenge.
Another important aspect is diversity. Research from ICQ Global found that cognitive diversity — the range of different thinking styles and perspectives — is the only factor strongly linked to better work performance. This kind of diversity brings together various ways of solving problems and making decisions, which helps teams tackle challenges more creatively and effectively. Embracing cognitive diversity means valuing different viewpoints and using them to make better decisions.
Besides having different cultural backgrounds, personalities (Principles You is one of my top picks among free tests) it is also good to be aware for the more special needs of neurodiverse people. Recent statistics show that about 1 in 10 children are affected with attention-deficit/hyperactivity disorder (ADHD), while 1 in 36 children are affected by Autism Spectrum Disorder. It’s important to understand that these conditions aren’t diseases and can’t be cured. They simply reflect a different way the nervous system develops, which can significantly impact how sensory processing occurs. Just as we've made progress in supporting people with physical disabilities, we should also focus on redesigning workplaces to be more neurodiversity-friendly.
What can you do?
First, do not accept a leadership position without asking for training, coaching and any other support you need.
Then, master the basics. Talk less, listen more. Sense and respond. Show that you care.
"Earn your leadership every day." — Michael Jordan
I was thinking if I should mention any tips here because any collection could be seen as hopelessly incomplete and subjective. However, we all started somewhere, so here it is.
Some tips:
About the power of coaching: Eric Schmidt, the CEO of Google interviewed by Fortune Magazine series called "The Best Advice I Ever Got" https://www.youtube.com/watch?v=aVKPlS0ejtk
Satya Nadella's transformation of Microsoft's culture is also worth examining. I'd highlight just two things I read in his book Hit Refresh: He went to customer sites in person (acting as a real Lean leader, see Genchi Genbutsu) to have an in-depth understanding why Microsoft cloud offerings are seen as unattractive - how to fix this. He also brought in growth mindset and continuous improvement with true dedication - and let go managers who did not want to join for the ride.
There are so many great resources available, I'll list just a few:
Shadows of the Past: Pains and Fears as Inner Barriers
"Consider your origins: you were not made to live as brutes, but to follow virtue and knowledge." (Canto XXVI)
There are many leaders equipped with the right knowledge - and they still cause catastrophic failures.
The lack of self-reflection is a critical factor. Too often, leaders are unwilling or unable to critically examine their actions, beliefs, and motivations. They surround themselves with yes-men and echo chambers that reinforce their existing views, rather than challenging them to grow and evolve.
I have often asked myself... why?! Honestly, it took me much time (well into my thirties) to discover how traumas and inherited limiting beliefs can totally hack and derail our lives. Few people are as crazy as Voldemort, willfully tearing his own soul into pieces, but the essence is the same: some life experiences leave us shattered and fragmented.
Schema therapy is one of many therapeutic approaches that is particularly useful for identifying and addressing deeply rooted patterns of thinking, feeling, and behaving, known as Early Maladaptive Schemas. These schemas often develop during childhood and can significantly impact an individual's relationships, self-esteem, and overall mental health.
Based on Schema therapy, here are a few examples of thoughts and beliefs that a person with Early Maladaptive Schemas could say/have:
Read more about schemas: Reinventing Your Life: The Breakthrough Program to End Negative Behavior and Feel Great Again https://www.goodreads.com/book/show/43866.Reinventing_Your_Life
I am also deeply inspired by the life and work of Dr. Gábor Máté, Hungarian-Canadian physician, who specializes in trauma, addiction, and stress. The film called The Wisdom of Trauma explores the connection between trauma, mental illness, addiction, and chronic disease, based on the work of Dr. Gábor Máté.
Can our deepest pain be a doorway to healing? https://wisdomoftrauma.com/
This absence of self-reflection leads to a dangerous rigidity in leadership, where mistakes are repeated, opportunities for learning are missed, and the same ineffective strategies are deployed again and again. It also fosters a culture of complacency, where leaders are content with the status quo rather than striving for continuous improvement.
I have witnessed several Agile transformations where leaders consistently failed to grasp the most crucial elements: being honest and transparent, embracing new ways of working, and supporting others by role-modeling these behaviors. However, the lack of self-reflection is not limited to leadership alone; it is also prevalent within communities of practice. This includes trainers, Scrum Masters, agile coaches, organizational developers, etc. We are all human, and despite our best intentions, candor is difficult — especially when someone, possibly 20 years younger — challenges us to "walk the talk".
There are also special types of inner barriers and false beliefs:
To address these, we need systemic solutions that institutionalize self-reflection, continuous learning, and coaching within leadership frameworks. This could involve the establishment of leadership councils or peer review systems that provide regular feedback and challenge leaders to reflect on their decisions. Leaders should be selected via comprehensive and transparent assessment centers, with a distinct focus on emotional (EQ) and cultural intelligence (CQ).
Furthermore, organizations should embed self-reflection into their leadership development programs, ensuring that leaders are continually evolving and adapting to new challenges in a rapidly changing world.
The Leadership Paralysis: When Leaders Refuse to Lead
"Why do you hesitate? One daring leap, And we are free..."
An insidious threat to effective leadership is the trio of extreme risk aversion, analysis paralysis, and the avoidance of decision-making to shirk accountability. This toxic combination creates a leadership vacuum where progress stagnates, innovation withers, and organizations become mired in a quicksand of inaction.
The root of this problem often lies in the culture of many contemporary organizations, where the fear of failure overshadows the potential for success. Leaders, paralyzed by the possibility of making a wrong decision, retreat into a fortress of data analysis and endless meetings. They may convince themselves that more information will lead to better decisions, but in reality, they're merely postponing the inevitable need to act.
Let's imagine the crippling effects of this leadership style. Let's say a unit lead, despite having a wealth of market research and user feedback, consistently deferred product launches and strategic pivots. His mantra of "we need more data" became a shield against potential criticism, effectively stunting growth and allowing competitors to outpace the company.
"The greatest risk is not taking any risk... In a world that is changing quickly, the only strategy that is guaranteed to fail is not taking risks." - Mark Zuckerberg
To combat this pervasive issue, a fundamental shift in organizational culture is required. We must foster environments where calculated risk-taking is rewarded, and failure is viewed as a valuable learning opportunity rather than a career-ending misstep. This transformation demands:
For individual leaders, developing resilience and decision-making skills is crucial. Some resources to help in this journey include:
Organizations should also consider implementing structural changes to combat this leadership sin:
"In any moment of decision, the best thing you can do is the right thing, the next best thing is the wrong thing, and the worst thing you can do is nothing." - Theodore Roosevelt
Let's cultivate leaders who have the courage to act, the wisdom to learn from their mistakes, and the resilience to keep moving forward.
Have you experienced a workplace transformation from analysis paralysis to decisive action? What strategies were most effective in shifting the culture? Share your insights in the comments!
The Cult of MBA: Distorted World Views
"Man's vision is too narrow, his desires too great — he sees the tree, but not the forest."
A key driver behind this crisis is the prevailing influence of leadership/business/MBA/etc. programs, which have become breeding grounds for a myopic view of leadership. In many business schools, the focus has shifted towards maximizing shareholder value at any cost, often at the expense of ethical considerations and long-term sustainability. Students are taught to prioritize profit over people, and efficiency over empathy, which leads to a generation of leaders who view the world through a narrow lens of financial metrics.
During my Master's studies, an oil company official visited the campus and gave a lecture on business strategy. When I asked about sustainability and plans to utilize renewable power, the answer was that it was not even considered. This is emblematic of the broader issue: an educational system that often neglects the importance of long-term environmental and social responsibility.
To address this, a systemic approach is needed. Business education must evolve to integrate a holistic approach that balance financial acumen with ecological and social consciousness. This requires a transformation in curriculum design, guided by global standards that prioritize sustainable development and ethical leadership. These standards should be open for all, also how curriculums exactly match up to them, ensuring that all MBA programs contribute to the cultivation of leaders who are equipped to manage complexity and lead with integrity in an interconnected world.
For individuals, unlearning (potentially with the help of a coach) and exposing themselves to different paradigms is key, especially if they come from a background that infused them with a narrow worldview. Some examples:
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The Illusion of Caring: Performative Leadership in Action
"The words are lofty, but the actions fall short; a mask of virtue hides the barren heart."
Alongside the rise of the MBA-centric leadership model, we’ve seen the emergence of a new generation of leaders who, on paper, appear to care deeply about social and environmental issues. They speak the language of sustainability, corporate social responsibility, and stakeholder capitalism, but their actions often tell a different story. This performative leadership — where the appearance of caring is more important than actual impact — has become all too common in today’s corporate world.
One example is a top leader who passionately advocated for diversity and inclusion, only to bring in her former female colleagues to the company. Her aggressive style left several people in tears during escalation meetings. She cherry-picked and altered information to serve her narrative. This particular case was so extreme that I was recommended to read "Snakes in Suits: When Psychopaths Go to Work" by Paul Babiak and Robert D. Hare.
Further resources:
To overcome this, society must demand greater transparency and accountability from leaders. A systemic solution would involve the implementation of rigorous standards and certification processes for leadership roles, where leaders are evaluated not only on their financial performance but also on their mindset, behaviour (especially under pressure!), and genuine commitment to social and environmental impact. This approach should be supported by independent bodies that monitor and report on the alignment between a leader’s words and actions, thereby promoting a culture of authentic leadership that prioritizes real-world outcomes over image management.
Consultancy Firms: The Fallen Angels of Capitalism
"They promise salvation with silvered words, but the soul remains unhealed."
Consultancy firms have played a significant role in this leadership crisis by enabling superficial and rather cost-centered changes. These firms often sell one-size-fits-all frameworks that promise quick fixes, ignoring the unique challenges and culture of each organization. They focus on selling training and certification programs — lucrative but hollow offerings — while failing to equip leaders with the tools for meaningful, sustainable change.
For example, training programs without coaching are often just like learning to swim in theory, and be without a sport coach when you first enter deep water.
In doing so, they perpetuate a cycle of failure, with leaders repeatedly buying into the next trend without addressing the root causes of their problems.
My experience with consultancy firms shows that the real motivators behind these efforts can often be to secure leadership bonuses, revenue, and outdo the competition at all costs — rather than providing a truly quality and impactful service.
To address this systemic issue, society must call for real transparency and standards in consulting practices that prioritize long-term, ecological, and socially beneficial outcomes. Regulatory frameworks should be established to ensure that consultancy firms adhere to these standards, with an emphasis on co-creating solutions with clients that are tailored to each organization's unique context. Additionally, consultants should be held accountable for the long-term impacts of their advice, with mechanisms in place for ongoing evaluation and adjustment of strategies to ensure they contribute positively to both organizations and the wider society.
The Pressure Cooker of Modern Leadership
"What profit is there in gaining the world, if it comes at the price of one’s own humanity?"
Today's leaders are under immense pressure to deliver profits at all costs, often leading them to compromise on integrity and long-term vision. The relentless drive for immediate results creates a culture where ethical considerations and social responsibility take a back seat. This pressure cooker environment leaves little room for the reflection and strategic thinking necessary to navigate the complexities of modern business. Instead, leaders become reactive, making decisions that serve short-term goals but ultimately lead to long-term instability.
I once witnessed a large cloud renewal project where the leader decided to cut corners by eliminating critical elements of testing and disbanding the development and testing communities of practice. The effects were catastrophic — the quality was poor, and the main customer eventually abandoned the product after a long, painful period of trying to get things on track. This decision, driven by the desire to reduce costs and speed up delivery, ended up being much more costly in the long run.
But wait, what is capital exactly? Money? Hmmm... not only. Let's take a broader look:
Still, in today's world there is a disproportionate focus on financial capital.
To transcend this, we need systemic changes that redefine what success in leadership looks like. This involves shifting away from the current profit-at-all-costs mentality to a model that values sustainable success over short-term gains.
We need to retire one-dimensional metrics like Gross Domestic Product (GDP).
Governments, investors, and other stakeholders must collaborate to create incentives for organizations that demonstrate long-term value creation, ecological responsibility, and social equity. Leaders should be rewarded not only for financial performance but also for their contributions to societal well-being, with robust frameworks in place to measure and report on these dimensions. B-Corps are a testimony that changes have to be reflected also in the legal context of the company.
Lack of Accountability and the Culture of Toxic Success
"The man who builds on falsehoods will see his house crumble, yet blames the wind and rain."
Adding to this toxic mix is the lack of accountability that many leaders face. Society often glorifies success at any cost, tolerating or even celebrating leaders who achieve their goals through questionable means. This cultural acceptance allows leaders to justify almost any behavior as long as it leads to financial success. In such an environment, personal accountability is scarce, and the consequences of poor leadership are borne not by those at the top, but by employees, customers, and society at large.
Once, I saw a top corporation CEO send an email addressing several critical issues: quality problems, excessive waste during development, and a slow response to customer feedback. He called for immediate action. However, three years later, the situation remained largely unchanged. When I asked him about the lack of progress, he showed no self-reflection and avoided taking any responsibility. He was allowed to do that by a deeply flawed system.
A systemic solution requires a cultural shift that redefines success to include ethical behavior, transparency, and social responsibility. This could be supported by a universal code of conduct for leaders, along with a public database tracking leadership behavior and performance — both positive and negative — with a dedicated section for breaches of ethical or professional standards. Coaching and mentoring should be as trivial to leaders as supervisory sessions to practicing psychologists. Moreover, companies should be required to disclose their leadership practices, allowing stakeholders to make informed decisions based on a leader's holistic performance, rather than financial outcomes alone.
The Mask of Progress: Questionable Handling of Workplace Misconduct
"The words suggest integrity, yet the actions reveal cowardice; behind the statements lies a troubling silence."
In recent months, a post surfaced on Reddit under the title, “A workplace where female colleagues are humiliated. What would you do?” It exposed alleged misconduct at a prominent engineering center, bringing to light a range of inappropriate behaviors: disrespectful remarks in meetings, unwelcome advances, and objectifying comments. The post provided examples where women were subjected to degrading treatment, illustrating a pattern of workplace culture that belittles and isolates.
Commenters soon joined in, sharing similar experiences of toxic leadership and disrespect. The outcry prompted an internal investigation, yet months later, affected employees report that little has changed. Leadership initially responded with promises of change, forming task forces and hiring external advisors. But despite this performative response, employees say they are still left waiting for tangible action. This delay, many believe, only underscores a deeper, systemic issue within the corporate culture — one where real accountability is repeatedly deferred.
Others have come forward to describe a culture where leaders not only tolerate but contribute to an atmosphere of discrimination and hostility. While the organization claims to have anti-harassment policies and reporting channels, employees feel unsupported, as complaints are often minimized or deflected. Some women have described receiving dismissive advice to "adapt" rather than seeing meaningful changes implemented.
This example of performative leadership — issuing statements without substantive follow-through — highlights a pervasive issue in today’s corporate environment. Until organizations commit to transparent accountability and concrete cultural reform, workplaces will remain environments where harmful behavior goes unaddressed, and those impacted are left feeling unheard and unsupported.
Resources
Here are some valuable books, tools, and resources for individuals considering or preparing to stand up as whistleblowers, along with guidance on best practices to help navigate the process and mitigate risks:
This book offers practical advice from the Government Accountability Project (GAP), covering strategies for effective whistleblowing without self-sacrifice. It provides case studies, legal tips, and insights to minimize retaliation.
A first-hand account by Susan Fowler, this book is both a memoir and a manual, capturing the journey of whistleblowing in the tech industry. Fowler provides valuable insights into facing corporate retaliation and standing firm against organizational resistance.
This comprehensive guide provides whistleblowers with the knowledge they need to report misconduct while staying safe. Kohn offers insights into whistleblower protection laws, risk management, and tactical tips for those navigating the corporate or governmental structures.
When trying to address toxic workplace environments, Fearless Change Patterns offer valuable strategies for those who aim to push for positive change, even in the face of institutional resistance or a hostile culture. Standing up to entrenched behaviors or policies can feel isolating, especially when leadership appears outwardly progressive yet fosters or tolerates an underlying toxic culture. By using Fearless Change Patterns, individuals advocating for workplace improvements can strategically garner support, build momentum, and sustain their efforts with resilience.
Ignoring Future Generations
"He who sows in haste shall reap in sorrow, for the harvest of folly is bitter and barren."
Perhaps the most damaging aspect of today’s leadership crisis is the pervasive short-sightedness that characterizes so many decision-makers. In a world where quarterly earnings reports and stock prices dominate the conversation, long-term thinking has become a rarity. Leaders are incentivized with bonus systems to focus on immediate results, often at the expense of future stability and prosperity.
This short-sightedness is particularly evident in the way many leaders approach environmental and social issues. Rather than investing in sustainable practices that will benefit both the planet and their businesses in the long run, they opt for quick fixes that offer immediate returns but leave the underlying problems unaddressed. This not only exacerbates the crises we face, from climate change to social inequality, but also puts the future of their own organizations at risk.
Some years ago, there was a flood in Hungary. Corporate social responsibility told employees they could go help pack sandbags to keep the river in place. But, a few minutes later, line managers wrote another email that because of this, no deadline can be missed...
To counter this, we need systemic reforms that prioritize long-term thinking in leadership. This could include the introduction of mandatory sustainability reporting, where organizations are required to outline their long-term strategies and the impact of their decisions on future generations. I am a fan of informing people at relevant decision points, e.g., well-visible on product packaging. Extra efforts have to be made so that attempts at greenwashing (also counting similar deceptions about company culture, social responsibility, cybersecurity, etc.) are kept at a minimum. Additionally, big investors need to be mandated to consider long-term sustainability in their decision-making, supported by regulatory frameworks that reward companies for their contributions to environmental and social resilience.
Conclusion
In conclusion, there are many ways how leaders can and do fail. "The road to hell is paved with good intentions." Sometimes with not-so-good intentions.
To move forward, we need action, but from a different paradigm. Action, ideologies and movements that just fight against the effects are doomed to failure.
We need a systemic overhaul of how leadership is understood, taught, and practiced. This (not so new) paradigm must prioritize long-term thinking, ethical responsibility, and genuine care for people and the world we live in. It requires the collaborative efforts of changemakers, employees, students, educational institutions, consultancy firms, regulatory bodies, society at large and leaders themselves to establish and uphold standards that ensure leadership is a force for good.
We can overcome the failures of the past and build a future where leadership aligns with humanity's highest aspirations only through systemic change.
Feeling overwhelmed? It’s understandable. However, starting small is often the best approach. Keep in mind the three pillars of the empirical approach: Transparency, Inspection, and Adaptation.
If you can't solve a problem (yet), then (at least) make it visible!
Check my previous articles on the topic:
The journey to leadership
Building the organisation of the future
Further Resources
Spiral Dynamics, Integral AQAL, Reinventing Organisations Map:
Technology for visualisations and more:
To act:
Thanks to Claude and ChatGPT for being amazing writer assistants.
And to conclude with the last line from The Tragedy of Man:
"I have told you, Man: strive on, and trust!"