Power trippers—every workplace has them. They walk in with an iron grip on authority, rule with an iron fist, and, on the surface, might even seem impressive. They appear to drive results, set a standard, and keep everyone “in line.”
But while they look like they’re getting things done, they’re often doing the exact opposite. Morale plummets, innovation dries up, and high performers quietly start updating their résumés.
Why Power Trippers Rule
It’s easy to spot a power tripper.
What’s harder is understanding how to prevent them from derailing your culture.
Let’s dive into 10 of the most common power-tripping behaviors, the damage they cause, and what a healthy alternative looks like.
1. They’re the Authority, Even When They’re Wrong
Some power trippers treat their authority like a personal trophy. To them, being “right” isn’t as crucial as being obeyed. They make decisions, demand compliance, and expect everyone to fall in line without question.
Take Tony, a new department head who couldn’t wait to make his mark. First order of business? Rewriting every protocol, even the ones that were working perfectly. People could see the flaws, but no one dared to speak up—no one wanted to be labeled “difficult” on day one. So they kept their heads down and did things the “Tony way,” even when it meant more work for less impact.
By the third month, the team was moving twice as fast but accomplishing half as much. As Tony’s unnecessary changes piled up, morale nosedived. People stopped offering ideas, knowing they’d be ignored, or worse, criticized. Efficiency went out the window, and before long, high achievers were doing the bare minimum just to avoid Tony’s disapproval.
Contrast that with Sarah, who also took over a new team but started on a different foot. Instead of making sweeping changes, she asked questions. She made it clear that anyone could challenge her ideas. Risky? Sure. But she gained the team’s respect, and together, they grew into an unstoppable force.
If you’re in leadership, it’s worth remembering that respect—not a title—is what people follow. Foster an open environment where ideas can be challenged respectfully. The strongest leaders build their authority on trust, not control.
2. They Use Fear as Fuel
Power trippers know that fear can be a powerful motivator. After all, a dash of anxiety keeps people in line, right? It’s a tempting shortcut—skip the messy business of inspiring or listening and go straight to intimidation.
Take Carlos. Team members dreaded his meetings because they knew a single question could turn into a full-blown interrogation. Fridays felt like a gauntlet; someone always ended up on the hot seat. Before long, the team was so focused on dodging Carlos’s wrath that productivity—and morale—fell off a cliff.
In a culture where fear runs the show, people go through the motions. They avoid risks, double-check minor details, and grow defensive. Creativity dries up because it’s far safer to play small than be the next target.
Now, take Laura. She led with empathy. For her, mistakes were learning moments, not grounds for punishment. Her team knew they could “fail forward,” which gave them the freedom to innovate. They took risks, they learned, and they thrived because they felt safe.
If you’re serious about building a high-performing team, prioritize psychological safety. Let people know mistakes are learning tools, not weapons. Keep feedback private and constructive, and remember that people do their best work when they aren’t scared stiff.
3. They Micromanage (and Call It “Attention to Detail”)
Another favorite tactic of power trippers is micromanagement. It’s not enough to delegate; they need to oversee every tiny task, leaving their fingerprints all over everyone’s work. They call it “attention to detail,” but let’s be real—it’s control.
Jen’s boss was a textbook example. He checked every email she drafted, questioned every decision she made, and nitpicked every minor task. For Jen, this constant hovering felt more like surveillance than support. Soon, she was second-guessing everything, doubting herself more with each passing week.
When micromanagement becomes the norm, motivation plummets, and burnout spikes. People feel boxed in, unable to work to their full potential. Initiative? Gone. They start thinking, “Why bother putting in extra effort when it’ll just get nitpicked?”
Contrast this with Alex, a manager who understood the power of trust. He gave his team clear expectations and then got out of their way. He only stepped in when it was truly necessary. His team felt energized, took ownership of their work, and delivered results that consistently exceeded expectations.
To avoid this trap, practice delegation as a show of trust, not control. When leaders give people space to work, they don’t just see tasks completed; they see true growth and commitment from their team. Remember, micromanaging stifles the very initiative great teams need.
4. They Thrive on Gossip
Power trippers often use gossip as a tool to control narratives and keep others on edge. By spreading just the right amount of “inside information,” they can manipulate opinions, plant seeds of distrust, and keep their position secure. It’s a surefire way to stay in control—by dividing and conquering.
Emma’s manager was a master of this. Casual, “Did you hear…?” conversations were a regular feature in team meetings. Soon enough, people felt they couldn’t trust each other, as if every interaction was tainted by a secret agenda. Team meetings felt like a minefield, and before long, collaboration was dead on arrival.
When gossip reigns, trust within a team erodes. People work in silos, they keep their ideas to themselves, and instead of building a sense of unity, the culture becomes toxic.
Meanwhile, in another part of the office, Manny set a different example. He kept things professional, shut down gossip, and encouraged direct communication. If he had a problem with someone’s work, he went to them directly. It wasn’t long before his team was known for their open communication and mutual respect.
To stop gossip from seeping into your team culture, lead by example. Show that transparency and directness are non-negotiables. When people know they can speak openly, they’re less likely to rely on backchannels or play office politics. Make gossip unacceptable, and you’ll find that trust and collaboration thrive.
5. They Play Favorites
Power trippers often have their “in-crowd,” a select few who get the perks, praise, and prime assignments, often regardless of their actual contributions. Playing favorites is a powerful way to create loyalty—just not the kind of loyalty that leads to high performance.
Dan was one of those favorites. Despite his subpar performance, he was always given the best projects, the most visible roles, and the lion’s share of praise. For the rest of the team, it was demoralizing. Why work hard when promotions and recognition didn’t depend on results?
When favoritism becomes the norm, resentment grows. People stop striving because they know that no matter how hard they work, it won’t make a difference. High performers look for the door, and the ones who stay are often just there to collect a paycheck.
In another department, Jenna ran a merit-based team. Projects and promotions were tied to effort and results, not personal connections. People felt valued for their contributions, not their friendships. Her team was motivated and committed, knowing their hard work would be rewarded fairly.
To avoid falling into favoritism, implement clear, performance-based evaluations. Show that promotions and rewards are earned through effort and results, not personal connections. When people see that hard work leads to recognition, they’ll keep bringing their A-game.
6. They Hoard Information
Power trippers know that knowledge is power, and they’ll guard it like a dragon hoards gold. By keeping key details under lock and key, they maintain control. If you don’t have the full picture, they figure, you’re forced to rely on them.
Consider Lisa’s team lead, who never shared complete updates on project goals. Decisions were made behind closed doors, and crucial information was always “need-to-know.” The result? The team was in the dark, missing deadlines, and making missteps that could’ve easily been avoided if they’d had access to the facts.
When information hoarding happens, teamwork suffers. Employees feel isolated and undervalued, and mistakes multiply as people operate on incomplete data. And the power tripper? They get to swoop in and “rescue” the project, further cementing their authority.
Contrast this with Robert, who believed in radical transparency. Team meetings were open forums, with everyone getting the latest updates, goals, and challenges. His team worked with a sense of purpose, knowing they were trusted with the full picture. Projects ran smoothly, and everyone felt genuinely invested in the outcomes.
To break the cycle of information hoarding, make transparency a priority. Keep team members informed, provide context, and make sure they have the information they need to do their jobs well. When people have access to the full story, they can bring their best selves to work, no guesswork required.
7. They Undermine Team Members
Some power trippers stay in control by keeping others down. They belittle, interrupt, or even take credit for ideas to maintain their dominance. If they keep others’ confidence low, they stay firmly at the top.
Jacob’s manager was the type to dismiss his ideas in meetings, only to present the same ideas as his own later. Jacob’s morale plummeted, and he started second-guessing his contributions. Why bother trying when the credit was going to someone else?
In environments like this, innovation takes a hit. People lose confidence, collaboration fades, and instead of focusing on the team’s success, everyone’s looking out for themselves. Talented employees either fall in line or start planning their exit.
Meanwhile, Emily’s manager took a different approach. She championed her team, giving credit where it was due and celebrating successes openly. Her team was confident, eager to contribute, and willing to go the extra mile because they knew their ideas mattered.
To avoid the trap of undermining others, remember that building people up is a strength, not a weakness. Create a culture where everyone’s contributions are acknowledged, and encourage managers to give credit publicly. When people feel valued, they bring more value.
8. They Keep Moving the Goalposts
A classic power-tripping move is to set goals and then change them unexpectedly. The objective? To keep everyone off balance, constantly proving themselves. It’s a way to keep people working harder without ever feeling secure.
Tom’s boss was infamous for this. One day, the goal was to hit a certain sales target. The next, it was client retention. By the end of the month, he’d pivoted again to “customer satisfaction scores.” The team was exhausted, chasing shifting targets without ever knowing if they’d done enough.
This constant change breeds frustration. Teams can’t build momentum or celebrate wins because they’re always bracing for the next curveball. And while the power tripper stays firmly in control, their team is left feeling drained and ineffective.
In contrast, Rachel’s boss set clear, measurable goals that the team could rely on. He kept them updated if priorities changed and ensured they had the resources needed to succeed. His team was energized and focused, knowing what was expected and feeling secure in their progress.
To avoid this kind of toxic goal-setting, make clarity and consistency a standard. Set achievable, clear goals and communicate any changes openly. When people know what they’re working toward, they’re more likely to reach it—and exceed it.
9. They Control Resources
Power trippers know that controlling resources—like budgets, tools, or even team assignments—gives them an easy way to flex their authority. They’ll approve only what aligns with their agenda, leaving team members without the means to succeed independently.
Mark’s manager had a tight grip on the budget. Anytime the team needed a tool or extra support, it was met with a drawn-out approval process. Meanwhile, projects lagged, and frustration built up as the team worked with outdated equipment and limited access.
When leaders control resources for power, it drains productivity. Teams end up wasting time navigating red tape, making do with inadequate tools, and feeling like their success depends on staying in their manager’s good graces.
On the other side, Lisa, a project lead, prioritized equipping her team. She advocated for them, ensuring they had the tools they needed to succeed. Her team moved faster, felt valued, and brought a level of excellence that was a direct result of her trust in them.
To avoid this, make resources accessible. Trust your team to use what they need and provide them the autonomy to make decisions about how those resources are used. When people have what they need, they bring their best to the table.
10. They Avoid Accountability
The final power-tripping move? Dodging accountability. Power trippers want control but not the consequences. They’ll blame others, shift responsibility, or simply go silent when things go wrong, leaving others to clean up the mess.
Consider James’s director, who would vanish anytime a project fell short. If a team member made a mistake, they were on their own. But when things went well, he took all the credit. The result? People stopped taking initiative and started playing it safe, knowing the fallout would be on their shoulders alone.
This kind of blame culture creates a team of fearful employees who are afraid to take risks or try new things. But consider Michelle, who owned up to her mistakes publicly and celebrated others’ successes. Her team trusted her, knowing she’d have their backs, which encouraged them to take calculated risks and pursue bold ideas.
To avoid accountability avoidance, model it yourself. Admit your mistakes, take responsibility for outcomes, and celebrate the team’s contributions. Accountability isn’t a weakness—it’s a sign of strength that encourages others to bring their best.
Takeaway
Power-tripping behaviors don’t just damage individual morale—they poison the entire workplace culture. By favoring control over collaboration, these behaviors foster environments where trust, creativity, and motivation are stifled. But every one of these behaviors has a simple, powerful antidote: trust, transparency, and encouragement.
Great leadership isn’t about dominating; it’s about empowering others to do their best work. When leaders model this, they create an environment where people feel safe, supported, and excited to contribute.
Action Steps
Here are practical steps to prevent power-tripping from taking root and to foster a healthy, high-performance workplace culture:
- Encourage Open FeedbackCreate avenues where team members can voice concerns without fear of reprisal. Set up anonymous feedback options or regular one-on-one check-ins where people feel safe sharing their thoughts.
- Model AccountabilityTake ownership of your own actions, and be transparent about your own mistakes and learnings. This creates a culture where accountability is respected and expected.
- Share Information and GoalsKeep the team updated on project goals, strategies, and changes. When everyone knows what they’re working toward and why, they’re more engaged and aligned.
- Recognize Contributions FairlyMake a habit of acknowledging contributions in public and privately. Show that results matter more than relationships, and recognize achievements based on merit.
- Equip Your TeamMake resources accessible. Instead of gatekeeping budgets, tools, or training, ensure that everyone has the support they need to succeed independently.
- Lead with EmpathyRecognize that people perform best when they feel valued and understood. Avoid intimidation tactics and promote an environment where mistakes are learning opportunities.
Implementing these steps can turn power-tripping culture into a collaborative, thriving workplace. By choosing to empower rather than control, you can build a team that’s ready to tackle challenges, innovate, and succeed.
