67% of cynical leaders fail to reach leadership positions

Unpacking the true Impact of distrust on leadership success

A recent study titled "Cynical people desire power but rarely acquire it: Exploring the role of cynicism in leadership attainment", published in the British Journal of Psychology by Olga Stavrova, Daniel Ehlebracht, and Dongning Ren, provides compelling insights into the paradox of cynicism and power attainment.

Over a 10-year period, the study tracked more than 9,000 employees and discovered that individuals with a cynical worldview are 67% less likely to achieve formal leadership positions within organizations.

This counterintuitive finding challenges the common assumption that a distrustful mindset can be an effective strategy for navigating corporate power structures.

British Journal of Psychology by Olga Stavrova, Daniel Ehlebracht, and Dongning Ren

Key findings from the study

• Cynics desire power, but for protection: cynical individuals have a stronger desire for power, primarily to protect themselves from being exploited. They are driven by a fear of being manipulated rather than a desire to exploit others.

• Dominance over leadership: cynics scored significantly higher on dominance motives compared to leadership and prestige motives:

  
  

  • Dominance motive: focused on controlling others, using aggression, manipulation, or intimidation to achieve their goals.

  • Leadership motive: characterized by guiding, inspiring, and uniting others towards a common goal.

  • Prestige motive: seeking respect and admiration through competence and skill.

    
    

• Lower odds of emerging as informal leaders: in a study involving 173 participants in leaderless group discussions, cynical individuals were 23% less likely to be nominated as informal leaders by their peers, even when they displayed strong competencies.

• Formal leadership attainment hindered: across a national panel study in Germany, baseline cynicism was linked to a 1% decrease in the probability of attaining a formal leadership position for each standard deviation increase in cynicism, even after adjusting for socio-demographic and Big Five personality traits.

The paradox of cynical leaders

Despite their high motivation to gain power, cynics rarely succeed in leadership positions. The reason? their distrustful and often combative approach to power acquisition undermines their credibility and likeability. This is problematic in environments where trust, collaboration, and influence are critical.

main takeaways:

1. The dominance trap: cynical leaders rely heavily on dominance-oriented strategies such as:

   • micromanagement and monitoring behaviors.

   • preemptive strikes and coercion to maintain control.

   • defensive aggression to deter perceived threats.

   These behaviors may provide a short-term sense of security but ultimately backfire by eroding social capital and alienating potential allies.

2. Impact on career trajectory:

   • Long-term consequences: over a decade, cynics were significantly less likely to move into managerial or executive roles.

   • Peer perception matters: cynical leaders were 67% less likely to gain peer support, a crucial factor in both formal and informal leadership emergence.

3. Cynicism’s ripple effect on organizations:

   • Lower team morale: teams led by cynical leaders reported higher stress levels and lower engagement.

   • Increased counterproductive behaviors: cynical leadership was linked to a 30% increase in team members' intention to quit and engage in counterproductive work behaviors.

Practical implications for leaders and organizations

• Encourage a culture of trust: organizations must actively work to build cultures where trust and transparency are valued to counterbalance the negative impact of cynical leadership.

• Leadership development programs: focus on emotional intelligence, empathy, and authentic communication to reduce the reliance on dominance-based strategies.

• Mentoring and coaching: cynical individuals can benefit from leadership coaching that challenges their worldview and helps reframe their approach to power as a means of supporting, rather than controlling, others.

A new perspective on power

This research serves as a reminder that while power can be attained through force or manipulation, sustainable leadership success depends on the ability to foster trust, inspire others, and build a shared vision. Cynicism may feel like a protective mechanism, but it ultimately entraps leaders in a cycle of self-sabotage, limiting both personal and organizational growth.

The bottom line: to succeed as leaders, individuals must rethink their relationship with power. Moving from a mindset of dominance to one of service and empowerment is not just a shift in strategy—it’s a shift in how power itself is defined.