Lives Lost to Corporate Burnout: The Tragedy of Toxic Workplaces and the Source of Boss Megalomania

The death of 26-year-old Anna Sebastian Perayil, a Chartered Accountant at EY’s Pune office, has sparked outrage and ignited critical discussions about toxic work environments in professional services firms. Anna’s passing, allegedly due to overwhelming work pressure and burnout, mirrors the experiences shared by many professionals in India who struggle under oppressive leadership.

Anna’s Story: A Reflection of Toxic Leadership

Anna’s journey was tragically familiar to many. Known for her dedication and hard work, she continuously pushed herself to meet the high demands of her role, even as her health began to deteriorate. Her managers, rather than offering support, normalized a toxic culture where overwork was glorified. One manager even boasted that no one could last more than three months under him, highlighting the dysfunction in a workplace that valued endurance over well-being. Despite Anna’s mother, Anitha Augustine, reaching out with concerns about her daughter’s health, her pleas went unheard, leading to tragic consequences.

The Source of Megalomania in Indian Bosses

This toxic behavior, particularly among Indian bosses, is not isolated. The root of this megalomania can often be traced back to how authority figures are glorified in Indian culture. Whether it’s bosses, mafia dons, caste leaders, or community heads, Indian movies, serials, and societal norms often portray these figures as larger-than-life, deserving of unquestioning loyalty and respect.

In films and TV shows, bosses and leaders are frequently depicted as infallible, commanding devotion from their subordinates. This constant glorification creates a cultural expectation that authority should never be questioned. When this narrative seeps into workplaces, it leads to:

• Entitlement and Power Abuse: Bosses start to feel entitled to excessive control over their teams, expecting unwavering loyalty without offering reciprocal respect. This fosters environments where leaders exploit their authority for personal gain, while their team members are left powerless.

• Megalomania: The deification of bosses results in a sense of invincibility. Many corporate leaders in India begin to believe they can do no wrong, assuming they are above accountability. This creates a dangerous environment where dissent and feedback are unwelcome, leading to the suppression of innovation and growth.

• Loyalty Over Ethics: In such environments, loyalty to the boss becomes more important than ethical behavior. Employees are often forced to compromise their moral values, staying silent or even assisting in unethical or illegal activities. Fear of job loss or career sabotage pushes them to prioritize the boss’s demands, no matter how unethical.

• Suppression of Talent: Talented employees often find themselves stifled in these environments. Bosses, fearful that their subordinates' success might overshadow their own, deliberately suppress potential. As a result, meritocracy is frequently replaced by servility and groupism.

This mindset perpetuates a toxic work culture where subordinates are expected to “die for the boss.” Even when the boss is involved in unethical or illegal actions, loyalty is prioritized over all else. Questioning authority, no matter how justified, is viewed as disloyalty and is punished severely.

Exploitation of Team Members and Fear-Based Control

This feeds into a dangerous mentality where B.O.S.S. can stand for Bearer of Suppression and Servility—a person who thrives on controlling and suppressing their subordinates while demanding absolute loyalty. Such bosses expect unwavering devotion from their teams, often enforcing a culture of fear and servitude that goes unchecked. This behavior is reinforced by societal norms that celebrate hierarchical power structures, resulting in environments where ethical considerations and personal well-being take a backseat.

Many professionals working under such leadership find themselves exploited, as bosses take credit for their team's successes and deflect blame for any failures. In these environments, fear becomes the primary method of control. Employees know that speaking up against the boss could result in severe repercussions—ranging from job loss to ostracism—leading to an atmosphere of silent suffering.

A tragic example of this exploitation is that of 38-year-old Karthikeyan, a software engineer in Chennai. Karthikeyan, unable to bear the constant pressure and fear, took his own life after enduring months of depression triggered by his work environment. His story, like Anna’s, is a sobering reminder of the cost of toxic leadership in Indian workplaces.

Even in the case of an Indian-American professional who had thrived under Western leadership, a swift and tragic downfall occurred after he took a job under Indian bosses. Within a year, the overwhelming pressure, lack of support, and exploitative behavior from his superiors led to his untimely death. His story highlights the sharp contrast between nurturing leadership in global firms and the megalomaniac tendencies of many bosses in Indian corporate settings.

Toxic Work Culture in Professional Services Firms

In many professional services firms, especially in Indian IT companies and private banks, toxic work cultures are rampant. Employees are expected to sacrifice their personal lives for the benefit of their bosses, with little regard for their well-being. The glorification of hierarchy and loyalty over ethics fosters an environment where team members are routinely taken for granted.

The stark contrast between Western and Indian bosses is evident. In multinational corporations, leaders often value work-life balance and promote a culture of mutual respect. In contrast, many Indian bosses impose unrealistic demands on their employees, expecting loyalty even at the expense of ethical behavior and personal well-being.

The Success of Indian Leaders in Global MNCs: A Positive Counterbalance

While toxic leadership is prevalent in many Indian companies, it’s important to recognize the contrasting success stories of Indian professionals who have risen to leadership positions at major global corporations. Figures like Sundar Pichai, CEO of Google, and Satya Nadella, CEO of Microsoft, exemplify the power of nurturing leadership. These individuals have thrived under environments where talent and merit are valued, and where collaboration and work-life balance are prioritized.

In these global companies, promotions are often based on performance and ability, not on servility or hierarchical structures. These leaders demonstrate that when employees are empowered, rather than suppressed, organizations can foster innovation and success on a global scale.

This stark contrast between leadership in multinational corporations and many Indian firms highlights the importance of good leadership. The success of Indian CEOs in global companies is a testament to how positive, supportive leadership can lead not only to personal success but also to the growth of the organization and its people.

A Call for Change: Ending Toxic Leadership and Fostering Talent

The deaths of Anna Sebastian, Karthikeyan, and others highlight the urgent need for reform in Indian corporate leadership. The glorification of authority, the deification of bosses, and the expectation of loyalty over ethics have created toxic environments that destroy potential and harm employees’ mental and physical health.

Leaders must learn from global companies that prioritize empathy, respect, and the nurturing of talent. Indian workplaces need a cultural shift—one that values ethical behavior, encourages dissent, and fosters innovation. Only by challenging the glorification of authority figures and dismantling these destructive hierarchies can we create healthier and more productive workplaces.

Conclusion: No More Lives Lost to Toxic Workplaces

The tragic deaths of Anna Sebastian, Karthikeyan, and others serve as a powerful reminder that corporate India must change. The megalomania of bosses, fueled by societal glorification of authority, has led to environments where employees are exploited, loyalty is prioritized over ethics, and dissent is punished. It is time to dismantle these harmful structures and ensure that no more lives are lost to corporate burnout and toxic leadership.