Rosabeth Moss Kanter (@RosabethKanter) is the Arbuckle Professor at Harvard Business School, founding chair of the Harvard University Advanced Leadership Initiative, and author, most recently, of “Think Outside the Building: How Advanced Leaders Can Change the World One Smart Innovation at a Time.”

CEO exits due to workplace misconduct are all too common. Over and over we hear about top officials at companies, universities or in government resigning, either because they had affairs with subordinates in their inner circles...

Rosabeth Moss Kanter (@RosabethKanter) is the Arbuckle Professor at Harvard Business School, founding chair of the Harvard University Advanced Leadership Initiative, and author, most recently, of “Think Outside the Building: How Advanced Leaders Can Change the World One Smart Innovation at a Time.”

CEO exits due to workplace misconduct are all too common. Over and over we hear about top officials at companies, universities or in government resigning, either because they had affairs with subordinates in their inner circles or made verbal advances to junior workers that went too far.

These fallen chiefs are generally very smart people, often with stellar career histories. So why do they allow themselves to get involved in situations that allegedly or actually violate standards they helped set or signed off on? What is it about life at the top that seduces them (so to speak) into forgetting that the rules apply to them, too?

Here are a few tendencies that, when left unchecked, might help explain why so many top executives make surprising stumbles.

Feeling insulated

It’s amazing how easy it is for top executives to feel they have a cloak of invisibility, even if they operate in the public eye. They have backdoors into the ballroom for the convention. Chauffeured cars to whisk them away from crowds and lines. Private showers near their offices. A small number of close personal aides who keep doors closed and clean up messes. Because of this insulation, some top executives who should know better may falsely believe they can separate their personal lives and conduct from their official role. To them, even email seems private, so they send line-crossing messages impulsively.

Feeling entitled

Self-confidence can veer into arrogance if an executive isn’t careful. Surrounded by flatterers exaggerating the brilliance of their words, top officials can start feeling superior to the mere mortals below. They have incentives or punishments to dangle that can inspire fear and keep people in line. So in addition to feeling invincible, these leaders can start to feel indispensable. They begin to think that they are the company, essential to its success. Therefore, they feel justified in seizing what they want for themselves, believing they are entitled to indulge.

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Buying their own hype

Those at the top of organizations learn to tell a good story. Exuding optimism and putting a positive spin on events attracts investors/voters/talent. Some executives, however, start believing their own hype about how the only important thing is the quarterly earnings report or the next big donation. As for a bit of misconduct, they tell themselves they can compensate for it with good performance, or end it before anyone notices. The problem is, the impulse remains. They seek the same burst of gratification again. And once they relax self-control, it’s easier to do it the next time.

Failing to admit mistakes

It can be hard for some people at the top to say, “I was wrong,” which is why misconduct often continues and requires covering up. Sometimes executives don’t want to admit flaws even to themselves, fearing it could lead to second-guessing of other decisions. They might know they are breaking a rule but delude themselves into thinking that the rule doesn’t apply exactly to their situation. They tell themselves it’s consensual. It’s just harmless banter. It will be over soon. Whatever the excuse, they cling to it to avoid having to express self-doubt.

Underestimating opponents

When questionable behavior comes to light—even if the problem is a misunderstanding, or ethically fuzzy, like words being taken out of context—what happens next depends on internal political dynamics, and who is on the CEO’s side.  Executives, however, sometimes fail to realize the implications when not everyone is pulling for them, and they let down their guard. But colleagues can be envious. They wonder and whisper and are ready to pounce at the mere hint of a slip. And depending on whether they have created a positive, supportive culture for everyone, CEOs can find that flatterers quickly turn into gossips and whistleblowers, eager to push them out.

In short, life is different at the top. Without great strength of character, humility in wielding power, openness and transparency, top executives can forget that the rules apply to them, too. It’s tragic that sometimes just one stumble erases an otherwise stellar career.

Write to Dr. Kanter at reports@wsj.com.