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ADDRESSING SELFISH LEADERSHIP: A CEO’S GUIDE TO INCREASING ENGAGEMENT JOSEFINE CAMPBELL
artin was Alfred’s star leader—or so he thought. Charismatic, sharp, and always prepared, Martin dazzled Alfred, the CEO, with his insights and ability to deliver impressive results. In meetings, Martin made Alfred feel supported, capable, and confident in the company’s direction. But what Alfred didn’t see—or chose not to— was the wake of frustration, burnout, and disengagement Martin left in his path. While Martin was adept at ‘leading upward’, his behavior toward his team was starkly different. He dismissed their ideas, pursued personal wins over collective success, and created a toxic work environment that resulted in high turnover. Yet Alfred, focused on Martin’s upward charm and surface-level outcomes, failed to see the broader damage Martin’s selfish leadership was inflicting on the organization. This scenario is all too common. Selfish leadership, which Martin exercises, often thrives in environments where CEOs judge leaders by their own experience with them rather than the impact these leaders have across the organization. Martin and Alfred are some of the main characters in my latest book, ‘12 Tools for Managing a Selfish Leader: Unlock Authenticity for Resilience’. The book is based on real experiences, coaching leaders in large corporate firms. As a CEO, the challenge is to look beyond the façade and recognize the true effect a leader has on their team and the company culture. Here are five aspects to be aware of when addressing selfish leadership, increasing engagement, and creating an authentic workplace where people engage, thrive, and stay loyal. 1. Recognize the Signs of Selfish Leadership Selfish leaders like Martin prioritize their personal gain over the well-being of their teams and the broader organization. They excel at managing up, often masking the reality of their behavior. They may deliver impressive results in the short term but at the expense of long-term trust, collaboration, and engagement. Key Indicators of Selfish Leadership: ● High employee turnover in their teams. ● Reluctance to share credit or empower others. ● A lack of collaboration with other departments or peers. Action Tip: Establish systems to gather feedback from all levels of the organization. Use anonymous surveys and 360-degree reviews to uncover how leaders are perceived by their peers and direct reports. Look for patterns of disengagement, poor collaboration, or negative team morale.
“Remember, great leaders don’t just impress the CEO—they elevate everyone around them.”
CEO Magazine, Vol. 45
2. Question Results That Seem too Good to be True Martin’s ability to produce results made him seem indispensable to Alfred. However, selfish leaders often achieve short-term success by exploiting their teams, sidelining colleagues, or undermining others. CEOs need to dig deeper into the methods behind a leader’s results. 63