Does intelligence allow you to be rude in work-life? And what about its effects?

Dear rebels of the future of work — glad you are still reading...

We’ve all met them: the brilliant ones. The smartest people in the room. The ones with the sharpest logic, the fastest solutions, the boldest strategies and the most direct sometimes.

And yet… they’re also the rudest. Often dismissive and intolerant of “stupid” questions. Cutting in meetings. Rolling their eyes at colleagues and can't adress issues with a nice tone.

Which makes me wonder — does intelligence give people permission to be rude at work? And if so, what does that do to culture, trust, and growth? Spoiler: it destroys it.

When smartness turns toxic

Research shows that while IQ helps you solve problems, it does not help you lead people. In fact, if your IQ is too far above your team’s, you may be seen as less effective because you fail to connect and translate ideas clearly (University of Lausanne study).

Even more striking: 40–50% of new leaders fail within 18 months — not because of lack of intelligence, but because of relational and emotional failures (Forbes).

Scandinavian lessons: when “smart” turns cold

In Scandinavia, where flat hierarchies and consensus are cultural norms, arrogance and rudeness hit especially hard... in other cultures its more generally accepted.

• Danske Bank’s money-laundering scandal (Denmark) wasn’t just a regulatory failure; insiders pointed to a culture of arrogance, where leadership dismissed internal warnings and treated compliance staff as “obstacles.” Intelligence without humility led to billions in fines and massive reputational damage... not a success?

• Spotify’s leadership challenges (Sweden) have been scrutinized for balancing visionary brilliance (Daniel Ek’s strategic mind) with reports of tough internal culture and high employee turnover in certain phases. The lesson? Even in innovative Nordic firms, high intelligence must be balanced with empathy and trust to sustain growth.

• A Norwegian academic study on destructive leadership found that when middle leaders used rudeness, micromanagement, or public humiliation, faculty members disengaged and withdrew effort (ScienceDirect). Even in “knowledge cultures,” bad interpersonal behavior destroys innovation.

Famous global cautionary tales

This isn’t just Nordic. It's all round the world, some of the smartest, most visionary leaders have fallen because of low EQ...

• Travis Kalanick (Uber) — Visionary founder, but his aggressive, combative, and dismissive leadership style created a toxic culture, leading to his forced resignation (NYT).

• Marissa Mayer (Yahoo) — Brilliant ex-Google executive, but criticized for poor listening and abrupt decision-making. Analysts argue her style undermined Yahoo’s ability to pivot (Forbes).

• Steve Jobs (early Apple years) — A genius, but notorious for being harsh, sarcastic, and dismissive. Many brilliant people left Apple because of his behavior. Only later did he evolve a more balanced leadership style.

• Elon Musk — Undeniably brilliant, but frequently criticized for public rudeness, impulsive firings, and abrasive communication. His style drives innovation and massive turnover and burnout.

But here’s the good news: smart + kind works better

Not every smart leader falls into the rudeness trap. Some prove that brilliance combined with humility builds stronger, more sustainable cultures:

• Satya Nadella (Microsoft) — When Nadella took over, Microsoft was seen as stagnant and combative. Instead of doubling down on IQ, he leaned into empathy, curiosity, and psychological safety. Under his leadership, Microsoft regained its growth edge — and its soul (Harvard Business Review).

• Katarina Berg (Spotify’s CHRO) — Known for balancing rapid tech scaling with a focus on culture, inclusion, and people-first policies, she has been vocal about ensuring Spotify’s brilliance doesn’t eclipse empathy. A reminder that even in fast-moving tech, HR leadership grounded in EQ matters.

• Jacinda Ardern (New Zealand PM) — A political, not corporate, example, but powerful: she showed the world how empathy, kindness, and clarity could be strengths in leadership — proving that high intelligence and emotional warmth are not opposites.

These counterexamples highlight a truth: being brilliant doesn’t give you permission to be rude. Being brilliant gives you a responsibility to connect.

The science of why It fails

Here’s how smart-but-rude leaders derail culture:

1. Communication gaps — they talk in abstractions and jargon, leaving others behind.

2. Loss of psychological safety — team members stop raising concerns or ideas out of fear.

3. Hubris — overconfidence and ego create blind spots.

4. Cultural contagion — rudeness trickles down. Soon, the whole team mirrors it.

5. Disengagement & exit — the best talent quietly leaves for healthier environments.

As Fast Company warns: “Leaders often confuse rudeness with authenticity — but selective cruelty only alienates and silences people” (Fast Company).

What good Leadership looks like

The antidote? Emotional intelligence. Leaders who:

• Listen before speaking

• Invite dissent and thank people for it

• Acknowledge their own fallibility

• Balance vision with connection

Korn Ferry research shows that leaders with higher EQ consistently outperform “high IQ” leaders in engagement, retention, and culture building (Korn Ferry).

Final thoughts

Being the smartest in the room means nothing if you’re also the loneliest.

So if you’re a leader — or aspiring to be one — ask yourself:

👉 Where might my intelligence make me impatient, dismissive, or unkind? 👉 Am I using my smarts to elevate others, or to belittle them?

Because the true measure of brilliance isn’t how much you know. It’s how many people you can bring with you on the journey.

And again - people don't remember what you said, but how you made them feel!

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Let’s build workplaces where curiosity and humility beat arrogance. Together. 🖤