You nailed it, and I’m sure this comes from real experience. The people laughing at this are often the same ones who form inner circles around certain executives, build their own little empires, and take credit for ideas and work they barely understand.
Some leaders reinforce this culture by surrounding themselves with people who simply agree with them—the kind of “x.y.z.Nathans” who protect their territory and inner circle rather than focusing on what is best for the organization. It becomes especially toxic when organizations are merged, with the incoming team sometimes treated like second-class citizens instead of being integrated, respected, and valued for what they bring.
This kind of leadership culture has seriously damaged Oracle’s reputation. Executive positions should be about leadership, collaboration, competence, and accountability—not protecting turf, rewarding loyalty, or behaving as though you own the organization.
And yes, those endless late-night calls are terrible, especially when they come from leaders who behave as though everyone must revolve around their little empire despite having limited understanding of the actual work.
To be clear, I’ve seen this behavior from certain Indian leaders who appear to favor people from their own ethnic or regional circles. The problem is not that they are Indian; the problem is leaders practicing favoritism and exclusion based on race, ethnicity, region, or personal loyalty. That is an unacceptable level of leadership failure and a terrible organizational culture.