The Price of Arrogance

In my academic career, I have always believed in connecting academia with industry, and theory with practice. Over the years, this belief has allowed me to meet and engage with many corporate figures and successful entrepreneurs, including a few billionaires.
 
Now, as a professor teaching MBA and DBA students, I have the privilege of teaching even a few multi-millionaire entrepreneurs who return to the classroom to sharpen their business acumen.
 
What strikes me most about these high-achieving individuals is not just their wealth or position, but their character. Most, if not all, are remarkably humble and down-to-earth. Even when they are critical of universities or suggest improvements to our programmes, they do so respectfully, appreciating the role education has played in their journeys.
 
Yet, people are different. There are always exceptions, a few “bad apples” who undermine and disrespect universities, lecturers, and even fellow students. They treat others as if success has given them the right to belittle and demean.
 
I remember meeting the Group HR of a big company almost two decades ago. I was a young dean looking for industry advisors. While we get CEOs/MDs of multinational and government-link companies to sit on our board, that one meeting taught me a big lesson, “never let people belittle you or your institution”.
 
While our local institutions may not yet match the top global universities or schools like Harvard Business School, our industry partners can help us get there – one day. That’s what I told her before walking out of the meeting.  
 
That’s why, when I teach my MBA and DBA classes, one of my important lessons is on the beauty and power of humbleness. Because, as history shows us, arrogance and disrespect don’t just hurt people, they can bring down entire companies.
 
From my reading, here are several cautionary tales from around the world, and our own region, that can illustrate this.
 
Uber: When Winning Became Everything
 
Travis Kalanick co-founded Uber and led it to become a global disruptor in the ride-sharing industry. Under his leadership, Uber grew rapidly, attracting billions in investment and expanding to over 80 countries. However, Kalanick’s leadership style, often described as aggressive and combative, created a toxic workplace culture.
 
A 2017 report by The New York Times described Uber as having a “Hobbesian environment” where workers felt constantly pitted against one another. The breaking point came after a former employee, Susan Fowler, published a blog post detailing systemic harassment and HR negligence. Combined with reports of legal and ethical violations, Uber’s board eventually forced Kalanick to resign as CEO.
 
His downfall illustrates how unchecked arrogance and disrespectful leadership can derail even the most promising enterprises.
 
Theranos: The Illusion of Genius
 
Elizabeth Holmes, once hailed as the next Steve Jobs, founded Theranos with the promise of revolutionising blood testing using just a few drops of blood. Investors poured in over $700 million, and at its peak, Theranos was valued at $9 billion. However, a series of investigations by The Wall Street Journal, spearheaded by journalist John Carreyrou, revealed that the technology did not work.
 
In this case, Holmes maintained a tightly controlled culture, where employees who questioned the technology were often fired or silenced through legal threats. In 2022, she was convicted of multiple counts of fraud.
 
Holmes’ case highlights how charisma and vision, when mixed with deception and an authoritarian leadership style, can cause both financial and reputational ruin.
 
Lessons Closer to Home
 
In Southeast Asia, we’ve also witnessed how arrogance at the top can spell trouble. Sime Darby, once a model Malaysian conglomerate, suffered massive financial losses in 2010 due to cost overruns and weak governance. Malaysia Airlines (MAS) struggled for years under bureaucratic mismanagement and a top-down culture that alienated frontline staff.
 
In Indonesia, the Bakrie Group’s aggressive expansion and the Lapindo mudflow disaster damaged not only its finances but also its public reputation. In each case, the unwillingness to listen and course-correct made things worse.
 
Tough, but Never Humiliating
 
One final point I often share with my students is, “humility does not mean softness, nor does toughness mean cruelty”.
 
Most best CEOs in the world are serious and tough when it comes to work. They hold people accountable, set high standards, and make hard decisions. But they never cross the line into disrespect or public humiliation.
 
Take Tim Cook (Apple), for example. He is known for his meticulous attention to detail and extremely high expectations, but former Apple executives have said he is also fair, professional, and calm even when pointing out mistakes. One former VP remarked:
 
“He may let you know you’ve let him down, but he never humiliates you.”
 
Similarly, Sundar Pichai (Google) is respected for his humility and empathy, even while managing one of the largest and most complex companies on Earth. Google insiders often describe him as firm but approachable, someone who listens before making a decision.
 
Even Satya Nadella (Microsoft), credited with transforming Microsoft’s culture, is famously tough on performance but soft on people, focusing on learning rather than blame.
 
One successful entrepreneur I personally know, Dato Hussamuddin Yaacub, also exemplifies this kind of leadership. He combines strategic vision with operational precision, able to see the big picture while paying close attention to the details. More importantly, he is one of the most humble and empathetic leaders I have had the privilege to meet. His ability to listen, connect with people at every level, and lead with quiet confidence is truly inspiring.
   
These leaders understand that criticism can and should happen privately and constructively, not as a public spectacle. As the saying goes:
 
“Praise in public, correct in private.”
 
This is a mark of maturity, and it is one of the reasons their people respect them and their companies continue to thrive.
 
I often end this lesson by reminding my students:
 
“If you cannot be kind, at least be respectful. Your words have the power to crush someone’s spirit or inspire them to do better.”
 
After all, leadership is not just about driving results. It’s also about lifting others, not tearing them down.
 
What kind of leader will you choose to be?
 
We all make mistakes. No leader is perfect. But what defines great leadership is the willingness to admit those mistakes, learn from them, and become better because of them. Arrogance covers up flaws. Humility reveals strength. And the journey toward becoming a wiser, more respected leader often begins with three simple words: “I was wrong.”
 
Disclaimer: The corporate cases mentioned in this article are based on widely reported events in credible media outlets and public records, and are presented here solely for educational and illustrative purposes. The views expressed are those of the author and not intended as legal or personal judgments against any individual or entity.
 
References (selected media reports and sources)
 
The Star, “Sime Darby’s Energy Division Losses,” 2010.
New Straits Times, “MAS Losses and Restructuring,” 2014.
The Jakarta Post, “Bakrie’s Financial Troubles Mount,” 2012.
Reuters, “Indonesia Mud Volcano: Responsibility Disputed,” 2006.
Wall Street Journal, Bad Blood coverage of Theranos, 2015–2022.
New York Times, “Inside Uber’s Aggressive, Toxic Culture,” 2017.
Forbes, “WeWork and Adam Neumann,” 2019.
 
Prof. Azizi is a senior academic at Malaysian Graduate School of Entrepreneurship and Business (MGSEB), UMK (https://mgseb.umk.edu.my) and former university leader with experience in research policy, academic governance, and innovation strategy. He currently teaches and consults on higher education and entrepreneurship, and can be contacted at [email protected].