Is Your Driving Force for Success Your Toxic Fuel?
As someone who is fortunate to work with leaders from around the world, I’ve had the privilege of witnessing incredible drive, resilience, and passion.
But every now and then, I meet a leader who is running on what I call "toxic fuel."
Recently, during a coaching session, I was working with a senior leader who seemed to have everything: a high-powered role, a strong team, and endless ambition.
Yet, as we delved deeper, it became clear that his relentless drive wasn’t coming from a place of passion or purpose, but from stress, fear of failure, and a constant need to prove himself.
He was achieving success, yes, but at a steep cost—burnout, strained relationships, and a nagging sense of dissatisfaction.
His fuel for success had become toxic, pushing him forward but draining his energy, creativity, and well-being in the process.
This experience made me reflect on a question that all leaders should ask themselves: Is my driving force for success becoming my toxic fuel?
What Do We Mean by Toxic Fuel?
Toxic fuel refers to the internal drivers—stress, fear, insecurity—that keep us relentlessly pushing toward success, often at the expense of our well-being and the health of those around us.
While ambition and drive are essential for leadership, when they stem from unhealthy emotions or mindsets, they become unsustainable.
But talking to some leaders “Toxic Fuel” can sometimes feel like an unavoidable part of leadership.
Many high-achieving leaders believe that without constant pressure, they will lose their edge or fail to keep up.
However, research provides valuable insights into why toxic fuel is harmful and how we can address it to foster healthier, more sustainable leadership.
Burnout and Leadership
One of the clearest signs of toxic fuel is burnout.
Leaders who continuously push themselves without taking time to reflect or recharge are more prone to chronic stress, which significantly impacts both their personal well-being and job performance.
Research published in the Journal of Leadership & Organizational Studies shows that leadership burnout leads to emotional exhaustion, poorer decision-making, and strained interpersonal relationships.
Moreover, burnout doesn't only affect the leader; it diminishes team effectiveness and increases turnover intentions, as the leader's stress trickles down to the team.
"I can’t afford to stop. If I don’t keep pushing, we’ll fall behind, and everything we’ve worked for will unravel.”
(CEO of a Tech Startup)
Toxic Fuel Impact
Toxic fuel in leadership create toxic work environments.
Leaders who run on this fuel often experience stress, anxiety, and an overwhelming desire to control outcomes.
Research published in Leadership Quarterly (2012) highlights that these negative internal drivers can severely reduce team morale, erode trust, and break down communication.
Although leaders running on toxic fuel might achieve short-term results, the long-term consequences are damaging, including disengaged employees, declining performance, and high turnover.
Toxic fuel doesn’t just affect the individual leader—it has a ripple effect, undermining the organisational culture and stifling growth and innovation.
"I used to think being in control and pushing hard was the way to succeed. But I’ve realised that constant pressure drains
my team’s energy and creativity. Now, I’m focusing on building trust and giving people space to thrive."
(Sales Director at a Financial Services Firm)
Motivations: Intrinsic vs. Extrinsic
Toxic fuel often stems from extrinsic motivation, where leaders are driven by external pressures—such as the fear of failure, the need to meet unrealistic expectations, or the constant pursuit of external validation.
A 2008 study in motivational psychology found that leaders running on these external drivers are more likely to experience exhaustion, low job satisfaction, and poor mental health.
This form of toxic fuel pushes leaders to focus on outcomes over well-being, draining their energy over time.
In contrast, leaders motivated by intrinsic factors—such as personal growth, passion, and purpose—tend to perform better in the long run, achieving success while maintaining their own well-being.
This insight helps us understand why some leaders fall into the trap of toxic fuel and highlights the need to shift towards more sustainable, internally driven motivations for lasting success. It is about taking time to examine our motivations and our belief systems that they produce.
"It’s not about enjoying the work—it’s about meeting targets. If we don’t hit the numbers, we won’t have jobs."
(Head of Marketing at a Global Retail Brand)
Toxic Fuel and Business Emotional Intelligence
Business Emotional Intelligence (Business EQ) provides a crucial perspective on the concept of toxic fuel.
Leaders with low self-awareness and inadequate stress management often fall into unhealthy patterns of stress-driven ambition, where they push themselves and their teams to the brink.
A 2010 study in the Journal of Organizational Behavior demonstrated that leaders with higher levels of emotional intelligence at work—those who are more aware of their emotions and the impact on their behaviour—are better equipped to manage stress, recognise emotional triggers, and foster psychologically safe environments for their teams.
Using Business EQ, leaders can move away from relying on toxic fuel, instead refuelling with healthier motivations such as empathy, collaboration, and resilience. This allows them to lead with clarity and confidence, creating an environment where both they and their teams can thrive.
"I’ve learned that by managing my stress and trusting my team, I don’t need to control everything myself.
When I stay calm and empower others, we achieve more together."
(Chief Operating Officer of a Manufacturing Company)
Transforming Toxic Fuel: Applying the Research
The body of research on toxic fuel and its impact makes it clear that while toxic fuel might seem to drive success in the short term, it is unsustainable and damaging in the long run.
By recognising the signs of toxic fuel—such as poor emotional regulation, unhealthy motivations and even burnout—leaders can take action to address these issues.
Leaders need to ask themselves:
Am I motivated by genuine passion, or am I running on stress and fear?
Do I pursue success with a healthy mindset, or am I driven by the need to avoid failure?
Is my influence empowering others, or am I unintentionally exhausting those around me?
Using Business Emotional Intelligence Assessments helps us recognise the emotions and behaviours that drive our work focus and decisions. By reflecting on these, we can refuel with healthier, more sustainable motivations like creativity, collaboration, and purpose.
Let’s transform toxic fuels into positive energy sources. Sustainable success isn’t just about the results —it’s about the journey, the growth, and the well-being of ourselves and our teams along the way.
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