How to deal with a almighty boss

What to do when those in positions of authority behave in ways that contradict widely accepted norms of civility, empathy, and ethical leadership?

A client said recently with a sigh: “It’s like the world suddenly suspended the rules and went on fast-track.” Since the global “vibe shift” of Donald Trump’s presidency, he noted that his colleagues were moving ever faster: “We feel the swells of geopolitics on the shop floor. We are trying to keep up, but it feels like we are constantly falling behind.” He is not alone. Many professionals and political leaders are experiencing an acceleration in decision-making and power dynamics that seem to dissolve conventional constraints.

Leadership behavior is evolving, too. The executives I work with report seeing leaders emulate what they observe in dominant political figures. As one remarked: “We see world leaders behaving as if checks and balances don’t apply to them. It’s infectious and reshapes our ideas of what acceptable and effective leadership looks like.”

Reactions to these shifts are deeply divided. For some, values like mutual respect, moderation, and attention to the greater good appear to be fading, replaced by egoism, maximalism, and a survival-of-the-fittest mentality. Others welcome the change and note that a rebalancing of corporate leadership is taking place. “I can’t wait to get out of the pronoun debate, the greenwashing, and the endless virtue signaling and get back to business,” one executive declared. Another summed up the facts: “It’s simple: the laws of speed and power have shifted. The only question is how to adapt.”

What should one do when those in positions of authority behave in ways that contradict widely accepted norms of civility, empathy, and ethical leadership? How should one navigate a world where leaders who attempt to mediate and build bridges are ridiculed, undermined, or emotionally overwhelmed?

Adapting to a new leadership landscape

The political leaders of Denmark, Mexico, Panama, Canada, and Ukraine have all had to navigate these rapid shifts in the face of a turbulent new American presidency. Each has had to contend with extreme demands, rapid context-switching, and a stark departure from conventional norms.

As defined by economist Albert Hirschman’s classic concept, when faced with a decline in the value of a relationship, individuals can choose one of three paths:

• Exit: Withdraw from engagement, either by leaving an organization, country, or professional setting.
• Voice: Actively challenge and push back against dominant figures, often at significant personal risk.
• Loyalty: Remain within the system, adapting and seeking incremental change from within.

Each will mean trade-offs. The price of resistance has increased but so has the risk of passive acquiescence. If you meet unreasonable demands from all-powerful leaders, defiance feels untenable, and deference feels intolerable. Forget the moral high ground. The only path forward is to engage and maximize your influence by building enough power and clout to respond effectively and understand the psychology of omnipotent leaders.

What is an omnipotent leader?

Omnipotent leaders see themselves as exempt from the norms of ethical or socially acceptable behavior due to a heightened sense of self-importance and entitlement. The mission (or rather their mission) justifies most, if not all, means to an end. Such leaders often exhibit moral licensing, believing past good deeds justify present transgressions. A tell-tale sign is excessive risk-taking and skirting formalities and rules of procedure.

In rare cases, omnipotence is associated with underlying and chronic pathological personality traits such as narcissistic personality disorder (Paulhus. 2002). More often, omnipotence is an emerging and transient psychological state. Leaders may become “high on their own supply” and exhibit omnipotent traits following significant recognition or a victory rush, such as winning an election, receiving extensive media praise, or achieving a major career milestone.

Omnipotence can also be understood within the broader framework of leadership overconfidence and hubris. The hubris syndrome is a condition wherein prolonged power and success lead to narcissistic tendencies, overconfidence, and diminished capacity for critical self-reflection. Research indicates that CEOs often become less altruistic and more self-serving after ascending to their role, exhibiting behaviors that prioritize personal gain over collective welfare, frequently coupled with condescending attitudes toward subordinates and colleagues

Engaging with omnipotent leaders

How can mere mortals – and perhaps conventional and earthbound leaders and collaborators – respond when faced with power dynamics and styles that defy conventional norms of engagement? Three key approaches can be employed:

• Play your part in the drama

First, understand that theatrics matter. These leaders often frame interactions as symbolic victories rather than substantive discussions. As psychologist Robert Cialdini notes, the principle of commitment and consistency suggests that once a leader has taken a public stance, they are likely to defend it at all costs. Therefore, positioning negotiations as grand, strategic events while subtly steering outcomes can be an effective means of achieving objectives without confrontation.

Second, a common mistake in dealing with such leaders is excessive deference or sycophancy. While flattery may yield short-term gains, it ultimately reinforces erratic behavior. Instead, a more effective approach is identifying and acknowledging legitimate strengths while subtly redirecting discussions toward constructive outcomes. Sometimes, your biggest problem is that you don’t have a seat at the table, even if you feel you have the right to be there. So, defining yourself as a main character and getting noticed is a necessary step.

Third, Ronald Heifetz’s theory of leadership as thermostat-setting applies to all-powerful leaders. This idea suggests that effective leadership is about regulating the emotional and strategic temperature in the organization – ensuring that tension is neither too low (leading to complacency) nor too high (leading to chaos). However, dialing down the temperature is rarely an effective option, as omnipotent leaders thrive on drama and high-stakes narratives. The challenge is not to eliminate the drama but to regulate its intensity – ensuring that negotiations and decision-making remain within manageable thresholds.

Key takeaway: Don’t think you can subvert the drama; play your part in it instead. Rather than challenging an omnipotent leader head-on, anchor your ideas as a natural plot in the leader’s vision, define yourself as a main character, and shape the narrative early. Whoever speaks first sets the stage.

• Harness the power of ego and persona

Ego-driven leaders exhibit distinct behavioral patterns. Some operate with low self-awareness yet hold an insatiable appetite for power. Their reactions to perceived ego threats can be volatile, making it essential to engage with emotional intelligence. Maintaining a stable emotional stance while avoiding reactionary responses prevents unnecessary escalation. Omnipotent leaders are often very tied to their person – the public and/or private narrative about who they are. Playing into the persona rather than appealing to reason is an effective strategy.

Understanding defense mechanisms is also critical. Leaders operating under stress often resort to immature defense mechanisms such as projection, denial, or aggression. Recognizing these tendencies allows for strategic positioning – acknowledging their authority while maintaining personal integrity.

These tendencies often surface in a psychologist’s practice when leaders struggle with criticism. For example, a senior executive might express frustration that “No …