Leadership: A Privilege, Not A Pedestal

Leadership: A Privilege, Not a Pedestal

Why Leaders Who Cling to Privilege Lose the Plot

“Be not afraid of greatness: some are born great, some achieve greatness, and some have greatness thrust upon them.” – William Shakespeare, Twelfth Night

Shakespeare might have been talking about destiny, but he could just as well have been giving a TED Talk on leadership.

Because, let’s be honest, leaders come in all shapes, sizes, and personality types. Some are loud, some are quiet. Some are charismatic, some are painfully awkward. Some inspire with their vision, others with their sheer persistence.

The real test of leadership, however, isn’t about how you got there. It’s about what you do once you arrive.

And that’s where things get interesting.

Three Post-Promotion Mindsets

Once someone steps into leadership, they typically fall into one of three mindsets:

1. The Privileged Leader: Views leadership as an honour, a rare opportunity to make a difference.
2. The Entitled Leader: Believes leadership comes with status, perks, and people who should cater to their whims.
3. The Overwhelmed Micromanager: Feels the weight of responsibility so deeply that they start controlling every small detail.

Whilst the first leads with humility and impact, the second becomes dangerously self-important, and the third slowly strangles their own team’s autonomy.

So, what’s the problem with entitlement in leadership?

Well, here’s the challenge: The perks of leadership can become a trap.

The Problem with Special Treatment

Power, as they say, is a hell of a drug. Give someone a big title, a fancy office, and a personal assistant who laughs at all their jokes… and suddenly, they start believing they’re different from everyone else.

🚨 Research backs this up: UC Berkeley psychologist Dacher Keltner conducted what’s known as the “Cookie Monster Study.” In this experiment, groups of three people were brought into a lab, with one person randomly assigned as the leader. Halfway through their work, researchers brought a plate with four cookies. Who took the extra cookie? Almost invariably, it was the person in the leadership role—and they were more likely to eat with their mouths open and drop crumbs.

Further research by Keltner shows that when people feel powerful, the empathy regions of the brain actually disengage. Leaders become more impulsive, behave inappropriately, are more likely to swear, and generally lose touch with other people.

“The moment you think of yourself as great, your slide toward mediocrity will have already begun.” – Jim Collins, author of Good to Great

When leaders start acting as if they’re above the team, two things happen:

• They lose touch with reality. Nobody tells them the hard truths. (Remember The Emperor’s New Clothes from Aesop’s Fables?)
• They struggle to let go. They get so used to the perks that they cling to power, even when they’ve lost relevance.

And that’s how you end up with CEOs, politicians, and managers desperately holding onto their chairs long past their expiry date.

The Leadership Paradox

The more you hold on, the more you lose. Take a typical promotion scenario: a person moves into leadership and suddenly has access to a private office, a bigger budget, and an assistant. Nothing wrong with that!

The real question is: How do they use these perks?

• A self-aware leader would use their private office for customer meetings or mentoring sessions.
• An entitled leader would use it to avoid the team and feel ‘exclusive’.
• An effective leader would use their budget to enable their team’s success.
• An insecure leader would spend more time protecting privileges than driving impact.

“A leader is great, not because of his or her power, but because of his or her ability to empower others.” – John C. Maxwell, author of The 21 Irrefutable Laws of Leadership

This aligns with Jim Collins’ research on Level 5 Leadership from his book “Good to Great”. Collins found that the most effective leaders display “a powerful mixture of personal humility and indomitable will.” These leaders are incredibly ambitious, but their ambition is first and foremost for the cause, for the organisation and its purpose, not themselves.

Applying the Rotary Test

Rotary International has a simple yet powerful Four-Way Test that applies beautifully to leadership. Before making any decision, leaders should ask themselves:

1. Is it the truth? (Am I being honest with myself about my leadership style?)
2. Is it fair to all concerned? (Are my actions serving the team or just myself?)
3. Will it build goodwill and better friendships? (Am I creating a culture of respect or fear?)
4. Will it be beneficial to all concerned? (Is my leadership truly adding value?)

Created in 1932 by Herbert J. Taylor (who later became Rotary International president) to help save a failing company during the Great Depression, this 24-word ethical framework proved so effective that Rotary International adopted it in 1943. The Four-Way Test has since been translated into over 100 languages and continues to guide ethical decision-making worldwide.

If leaders applied this test, boardrooms would have fewer power struggles, and organisations would have fewer burnt-out teams.

Avoiding the Leadership Ego Trap

So, how do leaders ensure they don’t fall into the entitlement trap? Two simple rules:

1. Remember: Status is temporary. Respect can be permanent.

Leadership is borrowed, not owned. Power is given, not taken. And despite what most people in power think, it can be taken away just as quickly.

“The highest status people in human history are those that asked for nothing and gave everything.” – Naval Ravikant, entrepreneur and thought leader

2. Create a Team That Thrives Without You.

The best leaders don’t make themselves indispensable. They develop people so well that their absence isn’t a crisis. If you’re scared of stepping away because “things will fall apart”—you’re not leading, you’re hoarding control.

This reflects Collins’ concept of Level 5 leaders who focus on building something larger and more lasting than themselves. These leaders often emerge from within the organisation, possessing the unique capability to steer their companies through sustained excellence.

The Science of Power and Humility

Research consistently shows that humility in leadership yields better results. Keltner’s studies reveal that power paradoxically reduces the very skills that help leaders gain power in the first place—empathy, social intelligence, and awareness of others.

The antidote? Collins suggests three practices for Level 5 leaders:

• Empathy: Staying attuned to others’ needs and perspectives
• Gratitude: Recognising contributions from the team
• Generosity: Sharing credit and taking responsibility for failures

Finally

Leadership is a privilege, not a pedestal. The moment a leader starts believing they deserve special treatment, they stop leading.

So, the next time you step into a leadership role, ask yourself:

👉 Am I using my power for the team’s benefit—or just my own comfort?

Because real leadership isn’t about holding onto a chair… it’s about building a lasting impact.

Well, now you know it too!

Your Turn

What type of leaders have you come across? How have they treated their teams? How have you dealt with them? What worked for you? Do share, please!

About the Author: Sandeep Ohri is a Behavioural Strategy Consultant, USIIC Chapter President Bengaluru, visiting faculty at universities, and host of the Mindset Makeover Podcast. He’s certified by Ogilvy Consulting UK & Irrational Labs USA and helps organisations make better decisions through behavioural science.

Reference Links:

• Keltner, D. (2016). Don’t Let Power Corrupt You – Harvard Business Review
• The Science Behind Why Power Corrupts – PBS NewsHour
• Collins, J. (2001). Level 5 Leadership: The Triumph of Humility and Fierce Resolve – Harvard Business Review
• Collins, J. (2001). Good to Great: Why Some Companies Make the Leap… And Others Don’t
• The Four-Way Test – Rotary International
• History of The Four-Way Test – Rotary Club of Lake Houston Area

💬 Got thoughts? Drop a comment below — I read them all.