When Leaders Root Against Their Own Teams

Some of you read that headline and thought, “That would never happen here.” Others read it and immediately thought of an example from your own organization where it happens every day, and know exactly what I am talking about. Unfortunately, the second group is right; this dynamic is more common than leaders care to admit.

A few years ago, I worked with a global manufacturing company where two managers took very different paths. One, a brilliant but insecure leader, quietly undermined one of his top-performing direct reports, assigning impossible deadlines, blocking access to resources, and even taking credit for her ideas. Eventually, her performance slipped, and he seemed vindicated: “See? She wasn’t as good as people thought.” But she left the company, joined a competitor, and within two years was leading a major business unit, directly against her old employer. He, meanwhile, fizzled out and will be remembered more for the talent he chased away than the results he delivered.

The other manager in the same company did the opposite. He actively built up his direct reports, gave them stretch assignments, and advocated for their success. Within five years, three of his protégés had moved into senior leadership roles across the enterprise. His reward? He was promoted to an executive vice president level not just for his results, but for the leadership legacy he created.

That contrast captures the issue perfectly. Over the past several months, as I’ve been conducting dozens of executive interviews while designing and delivering business simulations, I’ve heard an unsettling theme emerge: senior leaders are seeing managers who actually want their direct reports to fail.

Why? The motivations are rarely stated out loud, but they are painfully human:

• Fear that a talented direct report could “take their job.”
• Anxiety that a strong performer will raise the bar and force others to work harder.
• Discomfort with disruptive ideas that challenge the status quo.

Whatever the root cause, the outcome is the same: subtle sabotage, withheld support, and a toxic culture where high-potential talent is stifled rather than developed. Left unchecked, this behavior doesn’t just hurt individuals; it corrodes trust, slows innovation, and ultimately weakens the organization’s ability to compete.

So, what should senior leaders do when they discover that their direct reports are rooting against their own people? Based on research, interviews, and years of experience, here are five strategies:

1. Name the Behavior and Call It Out
   Toxic behavior thrives in silence. When senior leaders see evidence of sabotage, whether it’s withholding information, undermining credibility, or celebrating failure, they must address it directly. A private, candid conversation that names the behavior for what it is can be uncomfortable, but it’s the only way to break the cycle.
2. Redefine What Success Looks Like
   Too often, managers believe their success is defined solely by their own performance. Senior leaders must reframe success as a multiplier effect: “You win when your people win.” Recognition, promotion criteria, and incentive systems should reward leaders who grow talent, not those who hoard it.
3. Diagnose the Root Cause of Fear
   Fear is at the heart of this behavior; fear of being replaced, fear of losing status, fear of change. Leaders need to get underneath the surface and understand what’s driving the insecurity. Coaching, mentoring, and development can help managers shift from a scarcity mindset (“there’s only room for one star”) to an abundance mindset (“the more talent I develop, the more valuable I become”).
4. Create Transparency Through Data
   One way to cut through political gamesmanship is to make talent development visible. Use data on engagement, retention, promotions, and team performance to shine a light on which managers are consistently building strong pipelines—and which ones are presiding over talent stagnation. Sunlight, as they say, is the best disinfectant.
5. Reinforce a Culture of Collective Success
   Ultimately, this is a cultural issue. Organizations need to celebrate shared wins and reinforce the idea that great leaders create other great leaders. When employees see that collaboration and talent growth are valued more than individual glory, the incentive to undermine others diminishes.

Summary
The bottom line is this: leaders who want their direct reports to fail are operating from fear, not strength. Senior executives can’t afford to ignore it. By naming the behavior, reframing success, addressing the root causes, creating transparency, and reinforcing collective achievement, organizations can turn a destructive cycle into a virtuous one.

Because in the end, leadership is not about proving you are the smartest person in the room, it’s about ensuring that the people you lead are empowered to be even smarter, stronger, and more successful than you.