When Leaders Fall Out of Rhythm With The Companies They Built

When those at the top withdraw emotionally, teams tend to prioritise alignment over authenticity. Decisions follow precedent rather than principle. The energy that once felt personal becomes procedural, and while the company's soul is not lost, it becomes harder to locate

- By Aparna Dubey

LEADERSHIP STORIES are often told as a series of achievement milestones. Yet, largely unseen by the outside world, as the business expands with structural complexity, it masks a quieter, more unsettling truth. Leaders can become emotionally disconnected from the very companies they once lived and breathed.

In the beginning, the company is not just work; it is an extension of the leader's identity. Every customer conversation, every hire, every decision carries personal meaning. The days are long, but they are fuelled by purpose. Energy flows naturally, and the lines between self and business blur in ways that create a unity between vision and action. As the organisation grows, the leader's role evolves from that of a creator to one defined by stepping in to resolve complex issues tied to competition, investors, and profits. The leader is expected to inspire, to reassure, and to simplify for others. Calendars remain full, yet the quality of engagement changes. Time becomes compressed and transactional. Creativity gives way to compliance. Presence turns into performance.