The results of the study indicate that lie-based leadership, specifically the tendency of mitomania in leadership practices, as well as its impact on organisations and individuals, show that mitomania as a pathological form of lying tendency is not only related to individual psychological factors, but also to the social and cultural context of the organisation that allows the practice to develop. Leaders with this tendency often use lying as an instrument of manipulation, image, and legitimisation of power. At the organisational level, systematic lies weaken the culture of integrity, undermine governance, and reduce public trust in institutions. At the employee level, lie-based leadership practices create uncertainty, work stress, and even emotional exhaustion due to the mismatch between personal values and the reality imposed by the leader. This is consistent with the literature which asserts that trust is the foundation of modern organisational success.