The Rise of Aggressive Leadership

In recent years, the landscape of leadership has shifted dramatically. Not long ago, leaders were celebrated for their empathy, vulnerability, and humility. Today, however, the archetype of the aggressive, alpha leader is making a comeback. This resurgence prompts an important question:

Exploring the resurgence of aggressive leadership

How effective is aggressive leadership in modern organisations?

Aggressive leadership is often characterised by boldness and toughness, traits that can be appealing in times of uncertainty. Sigmund Freud suggested that in chaotic times, people tend to gravitate towards powerful figures who offer certainty and control.

This inclination has been supported by contemporary studies, showing that during crises such as economic downturns or pandemics, people are more likely to support leaders who display confidence and dominance.

However, the effectiveness of such leaders is questionable. While they may rise to power due to their assertiveness and confidence, these traits do not necessarily translate to effective leadership.

Research indicates that aggressive leadership styles can lead to negative outcomes such as increased workplace aggression, diminished team cohesion, and reduced employee well-being. A comprehensive meta-analysis found that destructive leadership styles, including abusive and authoritarian behaviours, are strongly linked to workplace aggression.

Moreover, the appeal of aggressive leaders may be rooted in our evolutionary past. Historically, individuals who projected strength were more likely to lead and protect groups. Yet, in today’s complex world, where leadership requires strategic thinking and long-term planning, these traits can be misleading.

Confidence and bravado often serve as decoys, masking a lack of competence.

To address the shortcomings of aggressive leadership, organisations need to prioritise substance over style. Effective leadership should be measured by the impact on people and organisational health, not by appearances or charisma. By focusing on actual competence and supporting mature, discerning followers, we can close the gap between the leaders we have and the leaders we need.

Ultimately, transforming leadership requires more than changing leaders’ behaviour—it demands a shift in collective expectations. It’s time to celebrate and reward leaders who build better systems and stronger teams, moving beyond superficial attributes to true leadership effectiveness.