Nations in conflict, climate change, a cost-of-living crisis, public health emergencies, cybersecurity threats, unstable economies — the list keeps growing.
At a time when effective leadership plays a vital role in shaping the fate of nations, businesses and local communities, we find ourselves teetering on the brink of a crisis.
The modern-day concept of effective leadership, with its emphasis on collaboration, empathy and inclusiveness, is under threat.
Emerging in stark contrast is a new generation of leaders who, though charismatic and seemingly decisive, appear to be anchored in arrogance.
This unfolding crisis is indiscriminate, affecting leadership within and across organisations of every shape and size — from political entities and multinational conglomerates to community-based not-for-profit groups and charities.
At the heart of this shift in leadership dynamics is the issue of hubris, which can leave a leader “drunk on power”.
Hubris is created by a dangerous cocktail of overconfidence, overambition and arrogance.
Under its influence, leaders stagger into a realm of delusion with a magnified view of themselves and their capabilities.
Steeped in this intoxicated view of themselves, they ferment a culture of demoralisation and disenfranchisement among their ranks, turning a blind eye to the warning signs and becoming increasingly detached from those around them.
When mishaps occur, the bottle of blame is almost always passed onto others as the leader sidesteps their own responsibilities.
And overconfidence, fuelled by power and past successes, acts as a blindfold that distorts judgment, pushing leaders towards impulsive decisions that risk brewing disastrous outcomes.
The rise in hubris syndrome among leaders has been exacerbated by social media platforms and a 24-hour news cycle that amplify leaders’ personalities, often overshadowing their decisions and actions.
In such an environment, style can trump substance. The more confident or outrageous a leader appears, the more attention they receive.
But because symptoms of hubris often appear gradually — usually as a leader’s power grows — the condition is usually diagnosed too late and only after a massive trail of destruction.
The growing problem of hubris among those in power demands urgent change.
A blend of overbearing self-assurance and a dismissive attitude towards the views of others is not a minor leadership flaw.
It represents a critical fault line threatening to fracture the very bedrock of effective leadership.
That’s why the other “H Factor” — humility — must come into play.
Humble leaders, with their ability to listen, reflect and act thoughtfully, offer a stark contrast to the archetype of the bold and brash manager.
They understand that true leadership is not about the loudest voice in the room but about knowing when to speak and when to listen.
In the cocktail of today’s leadership challenges, we must do more to pour our support into leaders whose qualities are distilled from humility and public service, and steer well clear of the intoxicating allure of those drunk on power.
Professor Gary Martin is CEO of AIM WA and a workplace and social affairs expert.