When is ambition harmful for a leader?

What it’s about

Ambition is an often praised character trait that drives many leaders to achieve exceptional performance. However, as with many virtues, ambition can also have a dark side. Excessive ambition can harm not only the leader themselves, but also their team and the organisation as a whole. This article examines in detail when ambition becomes harmful to a leader and what measures can be taken to maintain a healthy balance.

Definition and meaning of ambition

Ambition is the strong desire to succeed and achieve goals. For managers, it is often synonymous with delivering outstanding performance, gaining recognition and climbing the career ladder quickly. Ambition can motivate, encourage innovation and help organisations grow and prosper.

The positive aspects of ambition

Ambitious leaders

People with ambition often set themselves high goals and work hard to achieve them. This determination can inspire the entire team and spur them on to top performance.
Ambitious leaders are often willing to take risks and break new ground to achieve their goals. This can lead to the development of innovations and the gaining of competitive advantages.
serve as role models for their employees. Their dedication and work ethic can motivate others and create a culture of excellence.

The dark side of ambition

Although ambition has many positive aspects, there is a limit beyond which it can become harmful. Too much ambition can have a negative impact on the leader themselves, their team and the organisation as a whole.

Effects on the manager

Excessive ambition

is a cause of chronic stress and ultimately burnout. Leaders who constantly strive for perfection and put themselves under pressure risk their physical and mental health.
is a negative motivator that tempts leaders to prioritise their work over everything else, including their personal relationships and their health. In the long term, exhaustion and dissatisfaction are the consequences.
in the form of an exclusive focus on one’s own goals, results in isolation from the team and colleagues, combined with loneliness and a lack of support.

Effects on the team

An over-ambitious leader

can unintentionally put a lot of pressure on their team to constantly perform at their best. This results in excessive demands, stress and frustration among employees.
is often focused on their own successes so that the achievements of the team are not sufficiently recognised. This behaviour reduces employee motivation and commitment.
promotes a culture of internal competition where employees work against each other instead of with each other. This undermines co-operation and team spirit.

Effects on the organisation

A highly ambitious management style

can bring short-term success but lead to long-term problems. An excessive focus on quick results impairs the sustainable development of organisations,
often disregards ethical standards and integrity in favour of success. This damages trust in leadership and the reputation of the organisation.
creates a working environment characterised by excessive pressure and stress and increases employee turnover. This means that excessive ambition has a direct impact on the continuity and stability of organisations.

Warning signs of harmful ambition

There are certain warning signs that can indicate that a leader’s ambition has reached damaging levels, particularly when a leader

constantly sets unrealistic or unachievable goals,
wants to do everything themselves and has difficulty delegating tasks
is characterised by an excessive drive for perfection, resulting in inefficient work and delays,
refuses to accept feedback or ignores it,
fails to strike a balance between work and leisure.

Self-reflection to promote healthy ambition

Against the background of these descriptions, it becomes clear how important it is for managers to learn to channel their ambition into healthy channels. Self-reflection is an effective and easy-to-use tool.

The following question structure helps managers to reflect on their own ambition and determine whether it is positive or negative. In order to make a clear evaluation, notes should be made for each question and these should be divided into two categories: positive and negative. If the majority of responses are positive, this indicates that ambition is in the healthy range. However, if many of the answers are negative, this is an indication that the ambition is negative and measures should be taken to change this.

1. Goal setting

1.1. Do you set challenging but realistic goals?

1.2 How often do you review and update your goals?

1.3 Are your goals clearly defined and measurable?

1.4 How do your goals fit in with the long-term goals of the organisation?

1.5 How do you react if you do not achieve a goal?

2 Work-life balance

2.1 How many hours do you work on average per week?

2.2 Do you regularly make time for personal recreation and hobbies?

2.3 Do you plan breaks and holidays into your calendar?

2.4 Do you often feel stressed or exhausted?

2.5 How well do you manage to balance your professional and private commitments?

3 Delegation and teamwork

3.1 How often do you delegate tasks to your team members?

3.2 Do you trust the skills and judgement of your team?

3.3 How often do you intervene in the work of your team?

3.4 Do you promote a culture of co-operation and trust?

3.5 How do you react when a team member makes mistakes?

4 Dealing with mistakes and perfectionism

4.1 How do you deal with your own mistakes?

4.2 Do you accept mistakes as part of the learning process?

4.3 How often do you strive for perfection in your tasks?

4.4 How do you react when things don’t go perfectly?

4.5 Do you encourage your team to take risks and learn from mistakes?

5. Feedback culture

5.1 How often do you actively seek feedback from your team and superiors?

5.2 Do you take feedback seriously and implement it constructively?

5.3 How do you respond to negative criticism?

5.4 Do you create an environment that encourages open and honest feedback?

5.5 Do you give regular feedback to your team?

6. Health and well-being

6.1 How often do you exercise regularly?

6.2 Do you ensure a healthy diet?

6.3 Do you practise mindfulness techniques such as meditation or yoga?

6.4 Do you take signs of stress seriously and seek support if necessary?

6.5 Have you recently experienced symptoms of chronic stress or burnout?

7 Ethics and integrity

7.1 Do you always act in accordance with ethical standards and integrity?

7.2 Do you make decisions that are in the best interests of the organisation and all stakeholders?

7.3 Have you ever made ethical compromises to achieve a goal?

7.4 Do you promote a culture of transparency and honesty?

7.5 How do you deal with ethical dilemmas?

8. Long-term sustainability

8.1 Do you consider the long-term impact of your decisions on the organisation?

8.2 Do you promote initiatives that contribute to the sustainable development of the organisation?

8.3 How do you balance short-term success and long-term growth?

8.4 Do you prioritise growth and profit over sustainability and stability?

8.5 How often do you review the sustainability of your strategies and decisions?

Conclusion

Ambition is a valuable driver for managers, but can quickly turn negative if it gets out of hand. A leader must learn to channel their ambition into healthy channels to ensure both their own health and the well-being of their team and the organisation as a whole. By recognising warning signs early and applying appropriate strategies such as self-reflection, managers can develop a sustainable and positive ambition that leads to long-term success.