Leadership, at its core, is about guiding, influencing, and inspiring others to achieve a common goal. But what happens when a leader becomes intoxicated with power, trading influence for control and guidance for domination? It’s a slow, often unnoticed descent that turns even the most well-meaning individuals into rulers of their own little kingdoms. Left unchecked, absolute power doesn’t just corrupt—it obliterates effectiveness, alienates teams, and builds a culture of fear rather than trust.
Imagine this: You’ve worked hard, climbed the corporate ladder, and now find yourself at the top of an organization OR you’ve worked hard to build your start-up and now find yourself at the helm of its affairs. People respect you because you are fully in control. But with this control comes an insidious temptation—one that has seduced leaders throughout history. It’s the belief that because you hold power, you should wield it absolutely.
As Lord Acton famously said, “Power tends to corrupt, and absolute power corrupts absolutely.” Leaders who once embraced collaboration may start to dismiss the ideas of others, convinced that their authority means their decisions are always correct. This descent into power intoxication rarely happens overnight. It starts with small decisions—ignoring feedback, micromanaging, or taking credit for the work of others. But over time, these small transgressions accumulate, leading to a leadership style that is more authoritarian.
The early signs of power intoxication often show up subtly, and these include ignoring team input or dismissing constructive criticism, micromanaging tasks, convinced that “no one else can do it right”, taking all the credit for team success while blaming others for failure, and seeing dissent or disagreement as disloyalty.
When left unchecked, these behaviours erode trust and cripple an organization’s ability to grow. In fact, studies have shown that authoritarian leadership styles can reduce employee engagement by up to 70%, and teams under such leadership are 30% less likely to perform well. The seductive nature of power intoxication convinces you that you’re doing the right thing. But the reality is that innovation dies when team members no longer feel safe sharing ideas or sense their voices don’t matter. With this decision-making becomes myopic, as a single person’s perspective dominate all others.
Elizabeth Holmes, the once-celebrated CEO of Theranos, was hailed as a visionary to revolutionize healthcare. But as her power within the company grew unchecked, so did her refusal to listen to dissenting voices. Senior scientists who raised concerns about the company’s technology were side-lined, and the board of directors—handpicked by Holmes—was unwilling to challenge her decisions. It resulted into a downfall, jail term, and ruined legacy.
But it doesn’t have to be this way. Leaders who recognize these early signs can course-correct before it’s too late. One of the most effective ways to do this? Set personal boundaries. This allows leaders to maintain their effectiveness while ensuring they don’t become consumed by their position. Boundaries act as a self-imposed check, preventing leaders from overreaching their influence and ensuring that power remains a tool for empowerment, not domination.
By setting personal boundaries, leaders can wield power without letting it corrupt their effectiveness. Leaders, particularly those in high-stakes roles, often feel immense pressure to deliver results. This pressure can lead to overreach, where leaders start to believe that their way is the only way. Setting personal boundaries, however, ensures that leaders remain grounded and don’t fall into the trap of power intoxication.
Here are a few key strategies for setting effective boundaries:
Learn to Delegate: Delegation isn’t a sign of weakness; it’s a sign of trust. Leaders who try to do everything themselves not only risk burnout but also send a clear message to their teams: “I don’t trust you.” As a leader, your role is to provide guidance and support—not to micromanage every detail.
Embrace Humility: Humility is the counterweight to power intoxication. A humble leader recognizes that they don’t have all the answers and is open to feedback and differing opinions. This openness fosters collaboration and creativity, creating a culture where ideas can flourish.
Create Time for Reflection: Power intoxication often stems from a lack of self-awareness. Leaders who are constantly in “go mode” rarely take the time to reflect on their actions, decisions, and the impact they’re having on their teams. Creating intentional moments for reflection through meditation or feedbacks allow leaders to course-correct when needed.
Even the most self-aware leader needs external accountability. One of the most effective ways to prevent power intoxication is to establish external checks and balances. This can come in the form of mentorship, advisory boards, or even peer accountability groups.
In many successful organizations, leadership is deliberately designed with built-in checks to avoid power becoming centralized. At Google, for example, the executive team is structured in a way that ensures no one individual holds too much sway over decisions. This breeds a collaborative culture that values diverse perspectives and shared leadership. Having these checks ensures leaders remain accountable, preventing the slow creep of absolute power.
We must always remember that leadership is a privilege that demands responsibility, self-awareness, and a deep understanding of the power you hold. When leaders fall into the trap of absolute power, they lose sight of the very things that make leadership effective. In a world that often equates power with control, you need lead from a place of empowerment, not dominance, where everyone—leader and team alike—can thrive.
Paul Adeagbo is a Research Executive at the GOTNI Leadership Centre, where he leverages his expertise in research to provide historical context and data-driven insights to support informed decision-making and knowledge sharing. His work is instrumental in shaping the strategic direction of the Centre by delivering valuable information that empowers leaders to make better decisions
