There is very few research on the dark side of transformational or charismatic leadership, Hubristic Syndrome being the major dark side and the one with the most dangerous consequences for the respective leader’s environment. Particularly in the current age of uncertainty and unpredictability and thus constant crises, hubristic leaders flourish deceiving with their charisma people who are scared and do not wish to think critically and independently or are unable to do so due to their limited erudition. Such leaders are strongly interested in containing man-made volatility, uncertainty, complexity, and ambiguity (or the abbreviation VUCA born in military circles and then adopted by the business world (Kinsinger, P., & Walch, K., 2012)). Fuelled by the drug of power, hubristic leaders spread the cancer of their unsaturated ego among their organizations, communities, and countries. Maybe the time has come to become cautious about transformational and charismatic leadership, which was born for good but seems to be increasingly abused. If something derails too strongly out of balance in nature, it often leads to natural disasters. Let’s not let it arrive at the point of no return.
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