I shared the same guru as William Hurt and Elizabeth Gilbert. Here are 3 things I learned — and now tell CEOs — about toxic leadership

Fortune

by Blair Glaser

February 23, 2026

AI-Generated Deep Dive Summary

In the early '90s, the author lived in an ashram led by a charismatic guru revered as all-knowing, surrounded by celebrities like Meg Ryan and William Hurt. This experience taught them valuable lessons about toxic leadership dynamics, which they later applied to their work with corporate leaders. Many organizations suffer from "guru CEOs" who believe they are infallible and demand unwavering obedience from their teams. These leaders create有毒 cultures where staff fear speaking up, leading to collaboration breakdowns and poor decision-making. The article highlights three key insights for leaders: 1. **Authority is a Role, Not a Personality**: CEOs derive authority from their position, not personal superiority. When they confuse the two, they micromanage, stifle dissent, and fail to collaborate effectively with other leaders like CFOs. This mindset often leads to clashes, such as when visionary CEOs clash with finance chiefs who prioritize caution and risk management. 2. **Conflict Reveals Culture**: A workplace with no disagreements is a red flag—it signals fear or repression of differing opinions. On the other hand, frequent shouting matches indicate poor emotional regulation and toxic communication. Healthy organizations thrive on constructive disagreement, which fosters innovation and better strategies. 3. **Humility is Critical for Growth**: Many leaders, especially founders, receive constant affirmation of their abilities, leading to arrogance. They fail to recognize when they’ve overextended their expertise or when their behavior harms the team. Encouraging humility and openness to feedback can transform leadership styles and create safer, more collaborative environments. This article matters to business readers because it challenges the assumption that strong leadership must be authoritarian. By fostering humility, collaboration, and open communication, leaders can avoid creating有毒 cultures and

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Originally published on Fortune on 2/23/2026