How to lead primadonna employees

Primadonna associates are people who deliver at a sky-high level. They have an unusual drive, see opportunities others overlook - and set the standard for what's possible. But they can also be demanding, impatient and difficult to work with. We're talking about the prima donnas: the extremely accomplished individuals who combine professional brilliance with strong needs for recognition, freedom - and often control. Leading such associates is like conducting an orchestra with one soloist who will play to his own score. Challenging? Yes. Impossible? Far from it - if you understand what drives them.

What are the characteristics of a primadonna?

The term “primadonna” originated in the opera world, but is today used to refer to individuals who are high-achieving, self-conscious, and often emotionally expressive. According to Helle Hedegaard Hein, who has researched opinion-driven work, it's not about arrogant divas, it's about people with a strong vocation and high ideals. They seek not primarily reward or status - but meaning, perfection and reverberation. They identify strongly with their subject, and tolerate poor superficial management, unnecessary frameworks, or lack of understanding.

“They don't do the work for the sake of their job, they do it because they feel that they are the job.”

Why does it become demanding?

Primadonnas can be challenging because they place sky-high demands on themselves and others, have a low tolerance for what they perceive as meaningless or mediocre, can seem disrespectful to structure, leadership, or others' perspectives, and crave freedom but react strongly to responsibilities without trust. Managers may perceive them as disloyal, difficult, or “too much.” But often it's a reaction to too little opinion, too little professional recognition -- or too weak relationship management.

What kind of leadership do they need?

Give them meaning Not just goals. They are motivated not by KPIs, but by knowing that work matters.

Talk about purpose, values and professional quality Not just results.

Be present Not from above. They don't need to be “governed”, but they do need to be seen.

Be genuinely curious - Find out what they think and feel. Listen actively and take them seriously.

Cabinet Room - but don't drop everything. They want autonomy, but within clear and meaningful frameworks.

Set boundaries that provide peace of mind - not control that suffocates.

Give honest and competent recognition - Pluses don't work.

They want genuine feedback from people who understand what they've actually delivered - and why it's impressive. Resist emotions - and get behind the behavior. Behind strong reactions often lies commitment and vulnerability.

Don't take it personally, but seek to understand what's really at stake for them.

The literature provides several examples of how this form of leadership can be exercised. Helle Hein's work describes the opinion-driven prima donna who needs leaders who can provide space for professional deepening, but at the same time be clear about the framework for the community. In the book “Drive” by Daniel Pink, it is shown how inner motivation — through autonomy, mastery and meaning — is essential to getting the best out of the most demanding and creative. In practice, it is about meeting the prima donna with respect, curiosity and clarity, and creating a climate in which both freedom and belonging fit.

The risks if they are not managed well

When primadonnas are not properly met, it can lead to a loss of motivation and retreat from common goals, increasing frustration and conflict, internal fragmentation within the team (we-and-them thinking), and the risk of key individuals quitting — or becoming passive.

When it succeeds

Good leaders manage to balance the demanding with the valuable. They see the unique contribution of the prima donna, affirm their identity without giving in to everything, and make them feel free within the community. Primadonna leadership is not about being tekk—it is about understanding, translating and bearing a complex responsibility: for both the individual and the whole.

Reflection questions for you as a leader:

Do I have someone in the team who delivers extremely high but creates tensions?

Do I see what drives them - and what drains them?

Am I offering both freedom and community - or am I tilting too much in one direction?

Can I stand in emotions without rejecting, fearing or pulling away?

Leading the most brilliant is not the easiest job - but it can be the most evolving. Because when the prima donnas are given space, direction and respect, they can lift the entire organization.