Written By Cari Borden

Why do so many leaders seem stuck in a cycle of needing to prove how powerful they are?

Sometimes it’s spite. Sometimes it’s impulse. Sometimes it’s just what they’ve seen modeled before them. But most of the time? It’s actually something deeper—and far more systemic.

Over the years, in every organization I’ve supported, one pattern keeps repeating: Leadership Development stops at the frontline.

We invest in team leads. We coach the supervisors. We give workshops to emerging leaders. And then… silence.

It’s as if there’s some unspoken rite of passage—once you reach middle management, your development is no longer the company’s responsibility. You’re expected to “figure it out,” mimic your manager, or worse, manage without ever having been meaningfully led yourself.

And therein lies the problem.

When middle managers aren’t being developed to become senior leaders, they compensate in the only ways they know how—by demonstrating control, by making decisions in isolation, and by reacting instead of responding. They lead from a place of pressure, not perspective.

Some do this out of spite or fear of losing relevance. Others genuinely believe they’re making the best decision for the company—without ever learning how to assess impact beyond the next fire drill or performance review.

But here’s the hard truth: Leadership is not inherited through a title—it’s developed through intentional growth.

If we want emotionally intelligent, strategic, and sustainable leadership at the top, we have to stop treating leadership development like an entry-level benefit. Because no amount of authority will ever substitute for the maturity that comes from actually learning how to lead.

So the next time you witness a leader flexing power like it’s a badge of honor, ask yourself: Who developed them?

The answer might explain everything.

Need clarity, perspective, and a no BS mentor? Find me on Fiverr