This chapter examines how leadership at UNHCR has shifted from moral authority rooted in field experience to a focus on image management and careerism—resulting in tangible effects on protection. Using staff testimonies, leadership psychometrics, and case studies, it traces a transition from figures like Sergio Vieira de Mello to executives recruited from outside with limited field background. Traits such as “Bold” and “Mischievous” derailers help explain overconfidence, risk-taking, and resistance to feedback, while self-promotion is often rewarded over competence. Corporate branding, political caution, and weak upward accountability (no 360-degree reviews, reactive oversight) enable promotions based on Dilbert/Peter principle dynamics and toxic management practices. Decentralisation without clear responsibility further fragments decision-making. As a result, trust diminishes, dissent is silenced, and protection responses become slower and more limited. The chapter argues that restoring protection outcomes requires leadership selection and assessment grounded in field credibility, psychological safety, and enforceable accountability.