In a recent LinkedIn post, Leonardo Freixas dissects the distinct archetypes of leaders and their profound impact on career trajectories and organizational culture. Freixas frames his analysis by contrasting three primary leadership styles: toxic, selfish, and great, asserting that these styles actively shape the professional journeys of millions.
“A TOXIC BOSS STABS YOU IN THE BACK. A SELFISH ONE HOLDS YOU BACK. A GREAT ONE HAS YOUR BACK. 👇”
Freixas begins by detailing the characteristics of toxic leaders, whom he describes as those who disproportionately claim credit for successes while deflecting blame for failures, often employing fear as a primary motivational tool. He supports this with a statistic, noting that “70% of toxic employees learned it from their boss.” This highlights a cyclical nature where poor leadership behaviors are perpetuated.
The Detrimental Impact of Toxic and Selfish Leadership
The post further elaborates on the damaging effects of toxic leadership. According to Freixas, these leaders tend to undermine their team members by taking credit for their achievements and blaming them for their own shortcomings. This creates an environment of distrust and fear, stifling individual growth and team morale.
Following this, Freixas turns his attention to selfish leaders. He characterizes them as individuals who “hoard opportunities” and “block promotions to ‘keep you safe,'” often mentoring only when it directly benefits them. Freixas posits that this behavior stems from a fear of being overshadowed, stating, “Reality: They fear your growth threatens their control.” This self-preservation instinct, as described by Freixas, actively hinders the professional development of their subordinates.
“Selfish Leaders 🛑
→ Hoard opportunities
→ Block promotions to “keep you safe”
→ Mentor only when it benefits them
Reality: They fear your growth threatens their control”
Defining the Characteristics of Great Leadership
In stark contrast, Freixas outlines the attributes of great leaders. He argues that these individuals actively champion their teams, “celebrate your wins publicly” and “take accountability privately.” Furthermore, great leaders are proactive in fostering growth, often creating opportunities for their team members before they are even requested.
The Multiplier Effect of Great Leaders
Freixas supports his definition of great leadership with data, indicating that “Teams led by multipliers are 2.3x more likely to innovate.” This statistic underscores the tangible benefits of a leadership style focused on empowering others. He emphasizes that while average bosses may focus on building their own empires, great leaders are dedicated to building legacies by elevating those around them.
“Great Leaders 🌟
→ Celebrate your wins publicly
→ Take accountability privately
→ Create opportunities before you ask
Result: Teams led by multipliers are 2.3x more likely to innovate”
The core message conveyed by Freixas is that leadership is a defining factor in an individual’s legacy. He concludes by posing a direct question to his audience, prompting introspection on the type of leadership they are currently practicing and the legacy they are building.
As Leonardo Freixas concludes:
“Average bosses build empires. Great leaders build legacies by lifting others.”
This thought-provoking post by Freixas serves as a call to action for leaders to examine their own practices and strive for a more impactful and empowering style of leadership.
📝 About This Content
This article is based on insights shared by Leonardo Freixas on LinkedIn.
📅 Originally posted on January 22, 2026 | View original post on LinkedIn →