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Ambition is one of the most defining forces in human affairs—a psychological engine that propels individuals beyond the realm of survival into the arena of creation, disruption, and transformation, and significantly predicts educational attainment, career success, job performance, and income.

At its core, ambition is the refusal to accept the status quo, the internal pressure to stretch personal limits and societal boundaries. In a way, the best way to understand ambition is as the inability to be satisfied with one’s accomplishments. Ambition fuels leadership by pushing individuals to take responsibility, imagine alternatives, and mobilize others toward a vision. Ambition underwrites entrepreneurship as the catalyst for risk-taking, persistence, and the stubborn belief that a better way is not only possible but necessary. Without ambition, innovation stalls; with it, people challenge orthodoxy, break conventions, and solve problems that others resign to fate. Across disciplines, from science to art to politics, history’s breakthroughs are seldom the product of complacency—they are the residue of restless, ambitious minds.

The world, to a large extent, is the output of ambitious people. It is shaped by those who couldn’t sit still, who weren’t content with inherited limitations, and who felt compelled to act on their ideas, no matter how unlikely or unpopular. From the first controlled fire to the latest generative AI models, progress has never been evenly distributed—it has been driven by individuals and groups with an outsized appetite to leave a mark. Ambition transforms dissatisfaction into momentum, and imagination into infrastructure. It explains not just who rises to lead or invent, but why civilizations expand, technologies leap forward, and cultures evolve. While it must be tempered by ethics and collective concern, ambition remains an irreplaceable force in the story of human progress.

Everything in moderation

And yet, like all powerful traits, ambition is best expressed in moderation. Too little, and individuals drift—untethered from purpose, passive in the face of opportunity. Too much, and ambition can metastasize into obsession, crowding out humility, collaboration, and even moral judgment. When ambition becomes unbounded, it stops serving the individual and begins demanding sacrifice of relationships, values, and long-term well-being. It can distort self-perception, encouraging people to see themselves not as contributors to a shared cause, but as lone heroes in a zero-sum contest. Teams suffer when ambition eclipses empathy: the pursuit of personal achievement starts to undermine trust, cooperation, and psychological safety. A competitive drive that ignores others’ needs doesn’t just alienate colleagues—it weakens the very foundation of high-functioning organizations.

Unchecked ambition often bleeds into greed, an insatiable hunger not just to succeed, but to dominate. As Gordon Gekko infamously said, “Greed is good”—a provocative mantra for the high-octane world of finance, but a dangerous philosophy when applied indiscriminately. Greed erodes the social contract. It justifies exploitation, tolerates unethical shortcuts, and treats people as a means to an end. In leadership, this can result in toxic cultures, short-term thinking, and spectacular failures. Companies driven solely by ambition without constraint may grow fast, but they often implode faster, toppling under the weight of hubris, burnout, and scandal.

The WeWork Case

Adam Neumann, cofounder and former CEO of WeWork, is a textbook example of how unbridled ambition can lead to spectacular collapse. Neumann started with a compelling vision: to “elevate the world’s consciousness” through a coworking space company that promised to redefine the way people live and work. His charisma and relentless ambition helped WeWork grow at breakneck speed, attracting billions in venture capital and inflating its valuation to nearly $47 billion at its peak. But Neumann’s ambition quickly outpaced operational reality. He expanded into housing (WeLive), education (WeGrow), and other ventures with little strategic coherence. Reports surfaced of erratic behavior, conflicts of interest, and a corporate culture driven more by Neumann’s personal mythos than sound governance.

In 2019, when WeWork attempted to go public, its financial inconsistencies and Neumann’s questionable leadership style came under scrutiny. The IPO failed, Neumann was forced to resign, and the company’s valuation plummeted. His ambition wasn’t the problem in itself—it was that it became delusional, detached from execution, and ultimately corrosive to the company’s sustainability. Neumann exemplifies how visionary drive, without discipline or humility, can become a liability rather than an asset.

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[Source photo: ILYA AKINSHIN/Adobe Stock]

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