8 telltale reasons why the wrong people always end up as CEO
In a perfect world the role of a CEO should be reserved for leaders who inspire, motivate, and drive organisations to success while fostering a positive culture. However, reality often shows a different picture, as I am sure many would agree.
Time and again, the wrong people find their way to the top. But why does this happen? What are a few of the reasons that the wrong people often rise to the CEO position and why does it keep happening?
1. Lack of emotional intelligence (EQ)
One of the most glaring issues with ineffective CEOs is their lack of emotional intelligence. While they may excel in technical skills or strategic thinking, they often fail at understanding, managing, empathising with others’ emotions, as well as accepting criticism. Without EQ, these leaders struggle to connect with employees on a personal level, leading to strained relationships and a lack of trust.
A CEO who cannot listen or adapt to the needs of their team will inevitably face resistance and disengagement. Emotional intelligence is a cornerstone of effective leadership, yet it is often overlooked during the hiring or promotion process, leading to the appointment of individuals who are ill-equipped to inspire and lead people effectively.
2. Inability to build genuine relationships
A great leader understands the value of strong relationships within the workplace. Unfortunately, many CEOs lack the interpersonal skills required to cultivate trust and camaraderie. Instead of empowering their employees, they maintain a distant, hierarchical approach that fosters disconnection and alienation. Such CEOs often view relationships as transactional rather than genuine, failing to recognise that a loyal, motivated workforce is built through authentic bonds.
3. Favouritism and bias
Favoritism is another common characteristic of CEOs who shouldn't be in leadership positions. These individuals often promote or reward employees based on personal bias rather than merit, creating resentment and frustration among the workforce. Employees who feel undervalued or ignored are unlikely to perform at their best or stay loyal to the organisation. Favoritism undermines the principles of fairness and equal opportunity, creating divisions within teams.
4. Jealousy and denial of growth opportunities
Insecure CEOs often view talented employees as threats rather than assets, believing that the success of their team members undermines their own authority. Instead of celebrating the strengths and potential of their workforce, these leaders go out of their way to suppress those who outshine them.
This behaviour not only stifles innovation but also leads them to deny employees growth opportunities that come naturally with their roles, such as attending industry events, leading critical projects, or taking on visible leadership positions. By withholding such opportunities, they undermine professional development and discourage employees from reaching their full potential. This combination of jealousy and control creates a toxic environment where ambition is quelled, morale is low, and employees feel undervalued—ultimately hindering the company’s growth and its long-term success.
5. Creating a toxic workplace
At the heart of many leadership failures is the creation of a toxic workplace environment. CEOs who lack self-awareness, empathy, and vision often foster cultures of fear, manipulation, and blame. Instead of creating a supportive and inspiring workplace, they focus on maintaining control and power. Toxic leaders thrive on micromanagement, harsh criticism, and unrealistic expectations, which can lead to burnout and mental health issues among employees.
6. No vision for company culture
A company’s culture is its backbone, but many CEOs fail to recognise its importance. Instead of creating a shared vision or fostering an environment of innovation and inclusivity, they leave culture-building to chance or just ignore it all together. A lack of focus on culture often leads to inconsistency, poor alignment between departments, and a “just a job” mentality among employees.
7. Poor communication skills
Great leaders are also great communicators, but many CEOs lack this vital skill. Ineffective CEOs often deliver confusing or vague messages, fail to provide constructive feedback, or communicate in ways that alienate their teams. Communication gaps at the executive level can leave employees feeling unheard, undervalued, and unsure about their roles or the company’s direction.
Why does this keep happening?
So, why do such individuals consistently end up in positions of power? Often, the issue lies in the selection process. Boards and stakeholders frequently prioritise charisma, ambition, or technical skills over softer, yet equally crucial, traits like empathy, emotional intelligence, and humility. Additionally, systemic issues such as nepotism, politics, and the glorification of "hard-driving" leadership styles contribute to the appointment of unsuitable CEOs.
The consequences of having the wrong CEO at the helm can be disastrous—not only for the company’s bottom line but also for its people and culture. Leadership is more than just strategy and decision-making; it’s about inspiring trust, fostering growth, and creating a healthy, thriving workplace. Until organisations place greater emphasis on emotional intelligence, empathy, and interpersonal skills when choosing their leaders, the cycle of unqualified CEOs will continue.