When the Problem Is at the Very Top: Can You Challenge the Untouchables?

Bad leadership is a familiar struggle in any business, and much has been written about how to spot and manage it. But what happens when bad leadership comes from the very top — from the “untouchables”? When the company's main leadership figures become the problem, the usual tactics and solutions fall short. How can a company move forward? And more importantly, can anything truly be changed?

These situations are more frequent than we’d like to see, and many of us have at least one close example to share. There’s the long-time trusted president of the board who sees themself as the only voice that matters, viewing the board as a mere formality filled with irrelevant voices that clutter the room. Or the main shareholder, wielding such unquestionable power that they believe they're the only one capable of making decisions, dismissing everyone else as incompetent, listening only to opinions that validate their views, and ignoring any facts that challenge them. Then there’s the founder’s family member in a leadership role — lacking experience, knowledge, and maturity — who believe they know more than everyone in the organization, bypassing senior executives and governance structures to get their way and are never confronted because of their last name.

The consequences of such toxicity can be devastating for any company: loss of talent, inability to change and grow, and lack of innovation, leading to stagnation or outright failure. When leaders at the very top are blind to their own toxicity, they stifle valuable contributions, silence dissent, and create an environment where real progress becomes nearly impossible.

“In an environment where a toxic leader reigns, loyalty becomes more important than competence, and fear becomes more powerful than inspiration.” - Gianpiero Petriglieri

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Toxic Leadership Is Hard to Address, That’s the Truth

Toxic behaviors like narcissism, overconfidence, stubbornness, egocentrism, and defensiveness are challenging to address at any level of an organization. They stem from deeply ingrained personality traits, decision-making styles, and belief systems that, by adulthood, are closely tied to an individual's identity, making change feel threatening and difficult to achieve.

Yet many adults are capable of meaningful change when they possess certain qualities: self-reflection, openness to feedback, and humility. These traits enable them to question their behaviors, accept constructive criticism, and grow. Unfortunately, these characteristics are often absent in those exhibiting toxic behaviors, as they tend to resist introspection and deflect criticism.

Organizations do have various strategies to address the issue. Coaching and training help individuals develop better self-awareness, emotional intelligence, and constructive communication. Regular feedback and performance evaluations establish clear behavioral expectations and provide early opportunities to address negative actions. Accountability measures, like performance improvement plans, can drive corrective behavior by setting specific goals and timelines. And, if necessary, the organization can resort to removing toxic individuals whose behaviors negatively affect morale and performance.

However, these strategies, effective as they are throughout most of the organization, become far less feasible when the toxicity comes from the very top. When the problematic leader is an “untouchable” — a president of the board, majority shareholder, company founder, founder's family member — such solutions often fall short. There is no higher authority to hold them accountable, no formal feedback loop they are required to engage with, and no clear mechanism to enforce coaching or removal.

“It's hard to change a toxic culture when it stems from those who hold the most power, as they are often the last to see the damage they cause and the first to deny it.” — Anonymous

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Addressing Toxicity at the Very Top: Focusing on What You Can Control

Even though confronting toxic leadership at the very top can feel daunting, there are still things you can do. Much like in couples therapy, where one person can influence positive change without their partner's active participation, individuals within an organization can make strides toward improving a toxic environment, even if the leader doesn’t actively work to change.

1. Start with Self-Reflection and Adjust Expectations

The first step is to focus on what you can control: your own mindset, behaviors, and expectations. Recognize that some toxic leaders may not change, and it’s essential to adjust your expectations around what is realistically achievable within the current environment. Set boundaries to protect your well-being, and identify the aspects of your role or team you can influence positively. By centering your efforts on what is within your power, you can maintain a healthier perspective and reduce frustration.

2. Reframe the Narrative — Find the Positives

While a toxic leader’s behavior may be damaging, there are often positive intentions, underlying qualities, or interesting ideas behind their actions — such as a strong vision, intuition, or commitment to results. Rather than confronting the negative behaviors directly, focus on these positive intentions and reframe the conversation around them. Highlight how these qualities can be channeled in constructive ways for the organization. By aligning your suggestions with what the leader values most, you can encourage a shift in behavior without making it about the negative traits.

3. Build Coalitions and Strategic Alliances

While you start by focusing on yourself, broader change often requires a collective effort. Form alliances with influential board members, executives, or key stakeholders who can help amplify your voice and advocate for change. A united voice is harder for an “untouchable” leader to ignore, and working as a group can lend credibility to the concerns being raised. This approach helps create a network of support to drive a healthier culture and highlight the impact of toxic behaviors.

4. Shape the Culture Around You

Changing the leader’s behavior may be difficult, but shaping the culture around them can gradually encourage a shift. By modeling, encouraging, and praising the behaviors you wish to see within your team or department, you can create a ripple effect throughout the organization. Over time, this can exert gentle pressure on the leader to align with the company’s positive culture, especially when it leads to noticeable improvements in performance and morale.

5. Know When to Walk Away

Despite your best efforts, sometimes the only way to protect yourself and your career is to leave. When toxic leadership becomes too entrenched to change and begins to impact your well-being or career development, it may be time to consider seeking opportunities in environments that value healthier leadership and collaboration.

“Trying to change someone who doesn’t see an issue with their actions is like trying to clean a mirror by scrubbing the reflection”. – Anonymous

Taking Control: Embracing What You Can Change

Confronting toxic leadership at the very top can feel like an impossible battle, but by focusing on what you can control, you have the power to make a difference. From self-reflection and setting boundaries to building alliances and reframing the narrative, the actions you take can meaningfully shape your environment.

In the end, strong leadership is more than a title or position of power. It’s about fostering an environment where others can thrive, contribute, and feel valued. Even when those at the very top fall short, your ability to navigate, adapt, and, when necessary, move on is a testament to your own leadership and resilience.

Focus on what you can influence, take action where you can, and remember that even small shifts can pave the way for greater change.

“The truth is that leadership is not about the leader: it is about the followers. The primary role of a leader is to serve their team, not themselves”. – Dr. Tomas Chamorro-Premuzic

Good Luck!

Ximena Jimenez

Founder - Managing Director LITup

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