Introduction
Over the past two decades, the professional world has witnessed a powerful surge in self-advocacy. Movements championing women’s leadership, minority visibility, and employee voice have helped dismantle silos and fuel more equitable conversations. Employees are speaking up, asking for what they need, and stepping into greater confidence.
However, a new dilemma has quietly emerged: What happens when empowerment crosses the line into entitlement?
This week we will explore the fine line between healthy self-advocacy and toxic professional behavior. We will uncovers 10 reasons why empowerment, when distorted, can evolve into arrogance or dysfunction—and how individuals and organizations can recalibrate toward grounded leadership and mutual respect.
1. Mistaking Confidence for Competence
Confidence is crucial. But confidence unmoored from skill can lead to overestimation. A 2019 study from Harvard Business Review found that people who rated their own leadership skills the highest were not necessarily rated highly by peers or direct reports.
For example, A junior analyst in a startup, emboldened by empowerment workshops, begins demanding project lead roles—despite consistent feedback about missed deadlines. The result? Frustrated colleagues and damaged team trust.
True empowerment includes an honest audit of skills. Self-advocacy should be paired with self-awareness and a growth mindset.
2. Using Identity as Immunity
Diversity movements have rightly emphasized identity representation. However, some professionals begin to wield their identity as a shield against accountability.
When a DEI officer in a global firm use race and gender to deflect feedback about poor team morale. When challenged, the narrative shifted to “bias” rather than addressing real concerns.
The Civil rights and feminist movements were rooted in equal responsibility, not immunity from responsibility. Accountability is empowerment’s backbone.
Organizations must separate valid identity-based concerns from poor performance where allyship includes truth-telling.
3. Conflating Advocacy with Aggression
Advocacy means standing up. But when that stand becomes combative, accusatory, or dismissive, it poisons collaboration.
For example, a mid-level manager who begins every meeting with a speech about how underrepresented groups are mistreated in leadership—turning strategy discussions into ideological lectures.
Assertiveness is not dominance. Assertiveness opens doors; aggression slams them. We must therefore encourage feedback, but also emotional regulation. High-impact professionals speak truth with grace.
4. Expecting Rewards Without Results
Entitlement culture thrives on the expectation of praise or promotion without contribution. Empowerment becomes transactional: “I showed up, now where’s my reward?”
You can’t demanded a salary review after six months citing “market value”—when your output ranked lowest on the team.
According to a 2022 LinkedIn Workforce Confidence report, 41% of Gen Z professionals expect promotions within the first year—regardless of role impact.
Advocacy should be grounded in results, not rhetoric. Merit builds the case for movement.
5. Shifting From Initiative to Entitlement Culture
Empowered professionals look for ways to solve problems. Entitled ones look for ways to be exempt from them.
When you refuse to take on weekend shifts because “their boundaries should be respected,” even though you agreed to a rotating schedule during hiring it doesn’t put you on the right track in the organization.
Boundaries are healthy, but not when weaponized to avoid shared responsibility.
True advocacy includes personal initiative. Leaders and HR must clarify where flexibility ends and accountability begins.
6. Confusing Personal Truth with Universal Truth
Empowerment movements emphasize “owning your story.” However, some professionals confuse their feelings with fact, insisting their perspective overrides all others.
I once mediated in an issue where an employee insists a manager is “unsafe” because the manager offered critical feedback. Rather than process the feedback, this team member elevated it to a psychological threat.
While emotional experiences are valid—they are not always universally true. Empowerment requires emotional maturity. Leaders must validate experience without invalidating reality.
7. Overplaying the ‘I’m Undervalued’ Card
Some professionals frequently assert they are “undervalued,” using it as leverage rather than reflection.
An employee in the financial services sector bypasses their manager and emails executives claiming discrimination after being passed over for a role she wasn’t qualified for.
It is important to note that movements rooted in empowerment were about earning value, not demanding it without proof.
Our advocacy must therefore be constructive. This includes feedback loops, peer input, and readiness assessments.
8. Weaponizing Safe Spaces
Safe spaces were created to foster honest expression. But in some organizations, they have become zones where critique is taboo and victimhood is celebrated.
A senior team leader shares a strategic concern in a DEI meeting—and is later reported for “disrupting emotional safety.” We must remember that psychological safety is not emotional insulation. It’s about open, courageous conversations.
We must build safety with standards. Empowered teams know the difference between discomfort and disrespect.
9. Equating Empowerment with Entitlement to Special Treatment
Empowered employees seek opportunity. Entitled ones expect exceptions.
When you insist on skipping training modules others completed, saying, “I already know this, and I’m too busy.” When exceptions are granted without merit, resentment festers. Team culture erodes.
Fairness fuels trust. Empowerment means earning your edge, not assuming it.
10. Demanding Inclusion, Resisting Integration
Some advocate for inclusion but resist participation in shared culture, feedback systems, or accountability norms.
There was a case where a new department is launched to promote inclusive leadership—but refuses to collaborate with HR, claiming autonomy from “legacy processes.
True movements blend protest with partnership. Integration, not isolation, drives change.
Inclusion means contributing, not just being counted. It’s a two-way engagement, not a one-way demand.
Conclusion: Let Us Bring Advocacy Back to Integrity
Empowerment is one of the most transformative forces in any organization. But without boundaries, context, or accountability, it can mutate into entitlement—damaging the very credibility it was meant to uplift.
Leaders must be brave enough to distinguish healthy advocacy from harmful ego. We must all remember: Empowerment is not about louder voices. It’s about stronger character.
By realigning advocacy with humility, ownership, and contribution, we can build cultures that are inclusive, high-performing, and deeply human.
Next Steps:
If you want a leadership training on recalibrating empowerment in your team OR need help in diagnosing entitlement trends inside your organization, contact us today on +2347026668008 or hello@abiolachamp.com
Let’s create workplaces where confidence meets competence—and where advocacy never forgets its roots in character.
About Dr. Abiola Salami
Dr. Abiola Salami is the Convener of Dr Abiola Salami International Leadership Bootcamp ; The Peak PerformerTM Festival Made4More Accelerator Program and The New Year Kickoff Summit. He is the Principal Performance Strategist at CHAMP – a full scale professional services firm trusted by high performing business leaders for providing Executive Coaching, Workforce Development & Advisory Services to improve performance. You can reach his team on hello@abiolachamp.com and connect with him @abiolachamp on all social media platforms.
