In today’s fast-paced and unpredictable business environment—commonly referred to as the VUCA world (volatile, uncertain, complex, and ambiguous)—leaders face unprecedented challenges. Yet, the root of many organizational derailments often lies not in external pressures but in leadership dynamics themselves. Addressing these challenges requires a deeper understanding of the human factors that drive conflict and derailment at the highest levels.

The Hidden Drivers of Leadership Derailment

The interplay of change, human behavior, and leadership roles frequently catalyzes conflict within organizations. Traditional systems and rational planning often fall short, leaving unresolved tensions to fester. Power struggles, misaligned incentives, and a lack of self-awareness among leaders can lead to destructive dynamics, particularly in relationships between CEOs and chairpersons. When leadership roles lack clarity and trust, overlapping responsibilities can escalate into counterproductive power games.

The costs of these conflicts are profound. Scandals and organizational dysfunction—from accounting fraud to ethical breaches—are often rooted in unchecked leadership behavior and unresolved personal dynamics. Such issues persist despite the widespread adoption of governance frameworks, highlighting the limitations of structural solutions alone.