Patricia Lambert and Lucia Montanaro have held numerous ‘Leadership Truths’ conversations with spiritual, cultural, and business leaders from diverse backgrounds, and gained profound insights into the duality of leadership – the interplay between shadows and light. They feel an urge to seek unity amidst diversity and reflect on the leadership that our world truly needs, while being attentive to cultural relativism.
CHALLENGES AND OPPORTUNITIES IN TURBULENT TIMES
Today, leadership must navigate a complex interplay of challenges and opportunities. From geopolitical rivalries to environmental crises, from economic inequalities to the rise of authoritarian practices, leaders are confronted with an array of issues that demand both attention and action. Every single human in our society can be a leader. Via the ‘hummingbird’ effect, as we call it, leadership is elevated from the individual to the global scale. Understood this way, it affects all our systems, like intertwined spirals of dominos.
Contextually, constraints of basic liberties imposed by governments coexist with movements or resistance.1 The 2023 Global Peace Index revealed a concerning deterioration in global peacefulness, with conflicts becoming internationalised and more frequent.2 Strikingly, 72% of the global population, nearly 6 billion people, live in autocracies, while only 13% live in liberal democracies.3 The rise of populism and far-right parties, marked by nationalistic isolationism and scapegoating, exacerbate distrust, divisions, and polarisation. These dynamics not only dehumanise individuals but also hinder efforts to address global challenges effectively.
In this global context, emerging trends cast both shadows and light. On the one hand, growing discontent is fuelled by volatilities in various spheres of life – economic, political, and social. In organisations, isolation, loneliness, burnout, and mental health issues are surging, exacerbated by the shift to hybrid work cultures. At the same time, we witness innovation in multiple sectors, pockets of increased awareness, as well as global social mobilisation across gender, generations, and backgrounds with the courage to speak truth to power by questioning the legitimacy of norms and authority.
Amidst geopolitical tensions driven by antagonistic motives in a ‘global poly crisis putting a squeeze on the globe’, lies the battle of the collective interest versus the individual or national interest.4 This intersects with different perspectives of leadership.
LEADERSHIP TRUTHS CONVERSATIONS
It is essential to hold onto every spark of light. Having supported hundreds of leaders in their endeavours around the world, the life trajectories of two executive coaches crossed by happy coincidence.
Concerned about the growing distance between people and passionate about exploring the infinite richness of diversity, it was only natural to start our research by opening spaces of dialogue to a set of multidisciplinary, intercultural and multifaceted leaders. We started to reach out to individuals from various nationalities, cultures, religions, ages, genders, from civil society to political, economic, corporate, entrepreneurial, profit and non-profit, academic, scientific, artistic, and spiritual arenas. This made for a truly colourful kaleidoscope of energies and perspectives! [Numbers in brackets below attribute quotes and ideas to the anonymised interviewees.]
Our project highlights a first and non-exhaustive sample of voices. It fosters meaningful conversations that aim to identify ‘golden nuggets’ about leadership.5 To paraphrase the timeless wisdom of the Sufi poet Rumi, the truth would be a mirror in the hands of life. One day, it fell and broke into pieces. Every individual took a piece and looked at it, thinking that each shard contained the whole, sole, and complete truth.
These intimate circles of life stories have the potential to shape a greater sense of unity and clarity in ourselves, and out in the world. Let’s together take the time to answer this genuine, simple, yet complex question: what does leadership mean for you?
SHADOWS OF LEADERSHIP POWER
Leadership, in its essence, is neither good nor bad. It is a tool that can be wielded to drive positive change or to sow discord. ‘To be an evolutionary leader, one should extract from the norm, have an overlooking view to guide the group towards a common goal. Leadership is always deviant, but not always delinquent!’ (2). The memorable leaders in human history, including the prophets, fought against the established order to accomplish a mission that was not always clear and consciously conceived from the outset. All of them own a driving force of people, for the best or the worst. ‘A trowel can serve to build a monument or slaughter a throat’ (2). Leadership is a highly relative and situational notion, depending on context, culture, and historicity. ‘We are always prisoner of a certain history’ (2).
The duality and paradoxes about leadership can be observed globally and unfold at several levels – national, organisational, family and even deeper, in our individual inner worlds. What are the major leadership shifts today emerging from our conversations?
The dark side of power emerges when it is abused or misused. It may resort to manipulation, coercion, or intimidation to maintain control, creating a culture of fear and distrust. In such environments, psychological safety is compromised, stifling creativity, innovation, and collaboration.
Leadership based on fear, control and a ‘me first’ attitude could lead to conflicts, disloyalty, lack of purpose and stress. Not to mention ever more frequent burnouts and mental health issues. ‘In most cases, things will end up in disappointment, no dance is possible when wearing the armour of fear’ (10). We are here excluding specific contexts of war where paramilitary types of leadership sometimes appear to some as being ‘the’ efficient norm (9), at least in the short-term. But this too, has its systemic longer-term consequences that need to be considered.
Public space is mostly controlled by the prime interest of ‘making money’, although there is a wish to optimise and balance the mix of shareholders versus social and human values. Some leaders will privilege their interests or the ones of their community. They might leave their people in the dark or simply take all credit themselves. Others will hide their human and vulnerable side as it can be difficult to be truthful, genuine, and honest in the cage of power.
Solitude and lack of leadership courage were mentioned several times. Which type of courage are we talking about? The courage to get to the root causes and ‘heal the disease instead of sticking plasters on the symptoms’ (10). The courage to stand up, defend the team and address what really hurts as ‘the earlier you address issues, the better it usually works out’ (10). Most of all, the courage not to follow but to challenge the so-called orthodoxies, ‘what people want to hear’, and if necessary, go beyond the lines. Easier said than done!
The cliché of the ‘ego dominant male leader commanding the troops’ is still vividly present when we think of leadership. Is it so surprising? In the history of philosophy and literature, usual leadership models were based on men, as if women simply did not exist. The shift of paradigm away from the hero leader ‘I know it all, my way or the highway’ style (10) sometimes prevails. It becomes corrosive and can affect mental, emotional, and physical health when it leads to recurring public blame and criticism, over control, mistrust, cynicism, rumours, silencing, turf battles ‘playing people against each other’, desire for praise at all costs, financial greed, and political agendas.
A lack of self-awareness and self-management emerges from our interviews when giving voice to the darker side of leadership. Uncontrolled minds, thoughts and emotions are intertwined. ‘Every truth, every action, begins with a thought. Thoughts are like flocks of sheep. A positive or negative contagion will take place depending on the way you consciously think’ (11). ‘There is no magic wand, journeys of self-development have ups and downs’ (4). The lack of balanced awareness about our own stories, griefs, inner baggage, fears, and traumas adorning our individual and collective existences play an active role to position the cursor on the continuum of the ‘toxic versus healthy’ leadership scale.
A first step in all traditions of wisdom is to start by working on the reluctance of many to actively listen. The ignorance that our realities and power systems are systemically intricated, granulated and non-linear has been pointed out, as well as the lack of awareness about ‘who leaders are and what are their guiding values? ‘If people would deeply understand what peace is, they would experience peace in themselves and furthermore, project peace in the world’ (8). Our internal climates interconnect with our external experiences.
Leadership, when veiled in shadows, can perpetuate a myriad of negative outcomes, echoing the ghosts of colonialism and domination. Autocracy, fuelled by distrust and insecurity, breeds environments where division flourishes. Leaders, steeped in arrogance, sow seeds of dissonance and discord. John C. Maxwell’s insights on the five levels of leadership ring true, highlighting the limitations of positional leaders, where their authority is framed in terms of ‘I’ and not ‘We’.6 The distinction between a boss and a leader becomes stark in such organisational contexts. While a boss may command compliance through fear, a true leader inspires loyalty through trust and empowerment.
However, how do you think this shadow side of leadership would apply in a context of ‘life and death’ – either in war or development aid? To what extent should the respect of the chain of command and political prerogatives be cognisant and sensitive of the impact of its action in each operating context?
TOWARDS THE LEADERSHIP THAT THE WORLD NEEDS…
Historically, leadership has always been pivotal in shaping societies, driving progress, and navigating crises. From the tribal chieftains of ancient civilisations to the monarchs of feudal Europe, leadership has often been synonymous with power, and control. As societies progressed, leadership paradigms evolved, influenced by diverse norms and values.
Philosophical inquiries from Plato to Machiavelli and interviews with thought leaders underline the moral responsibilities and virtues of leaders. Philosophically, leadership provokes profound questions about ethics, justice, and the nature of authority. ‘Leadership does not exist without followship’ (8). The interdependent relationship reveals that a zero-sum game of the leader’s agency achieved at the expense of the follower is short-lived.7
Political perspectives and psychological insights enrich our understanding of leadership by highlighting the complex relationships between power, governance, and human behaviour. From visionary statesmanship to the populism of modern political leaders, the political dimension underscores the pivotal role of leadership in shaping the destiny of nations.
In leadership, shadows linger alongside positive strides, revealing a dynamic figure shaped by context, character, and the ever-evolving complexities of human relationships.
The business landscape reflects an ongoing evolution in leadership theory and practice, from the autocratic leadership styles prevalent in early industrial enterprises to the collaborative and transformative leadership approaches of some contemporary organisations. However, the risk of ethnocentricity reinforcing our own cognitive bias should be considered carefully.
Today’s leaders must balance performance objectives with fostering psychological safety in the workplace, where employees feel valued, respected, and supported. They navigate with clarity, empathy, and humility, embracing diversity to guide their organisations with ethical leadership toward sustainability. How can leaders manage shareholder pressures for short-term gains while ensuring long-term resilience and respecting human needs? Empathy and mindfulness play crucial roles, bridging the gap between leaders and their teams and creating environments where individuals feel safe to express themselves authentically.
Mindful leadership is a tapestry, in which each thread contributes to a holistic and compassionate approach to guiding others. At its core lies a genuine sense of caring, coupled with the courage to venture beyond comfort zones in pursuit of growth and innovation. Active listening and empathy form the bedrock of mindful leadership, fostering deep connections and understanding within teams. A mindful leader is adaptable and empowering. He or she cultivates a culture of learning where curiosity thrives, and people are valued as the heart of the organisation. Self-awareness, self-care, and ultimately self-leadership are prioritised, enabling leaders to regulate their emotions and lead with humility and integrity. They embody a ‘leadership style that is accessible and inclusive’ (6), able to navigate the complexities and nuances of human dynamics with grace and wisdom. By bravely walking the talk, mindful leaders create environments where innovation flourishes and every voice is heard and valued. ‘Leadership is about creating a container, a safe accountable space, where people can develop their best selves’ (3).
A mindful leader is adaptable and empowering. He or she cultivates a culture of learning where curiosity thrives, and people are valued as the heart of the organisation
‘Humility and curiosity keep leaders open to learning and growth’ (6), acknowledging their fallibility and recognising the value of diverse perspectives, thereby fostering a culture of accountability and continuous improvement, where mistakes are seen as opportunities for growth rather than sources of shame. An environment where individuals feel empowered to take risks, share ideas, and collaborate without fear of judgement or reprisal. Corporate enterprises and organisations that embrace this have developed active feedback loops, a learning culture of growth, sustainability, and a broader positive impact.
As executive coaches, our role is not only to empower leaders with skills and guide them on a journey of self-discovery and growth. By helping leaders navigate the duality of power, resilience, and psychological safety, we pave the way for transformative leadership that uplifts individuals, teams, and organisations alike.
Our Leadership Truths Conversations advocate for a rich bowl of leadership trends and attributes to navigate today’s ocean of challenges. As the list is long, here are eight ground swells:
1. A leadership of appeasement where harmony and unity with life prevails, as ‘we are all inter-beings’ (8). It is an appeal for more conscious leaders able to take enlightened, courageous decisions, capable of inspiring and motivating others by raising awareness and energy.
2. A leadership of growth, creativity, education, leveraging on strengths, shifting up the mind by emitting appreciative energy and presence because all energies are contagious. In olden days, before one switch could illuminate a whole city, one candle had to be lit by another. ‘Leadership is about inspiring people to do something they never thought they could do,’ (Steve Jobs quoted by 1).
3. A leadership of listening, trust, and feedback because ‘leadership is about showing people the mirror’ (6). Celebrating what has been achieved together is at the forefront, with a sense of openness towards ‘the differences’. People are considered humans first, not biological machines. ‘Leadership does not manage human resources but human beings’ (6).
4. A leadership of strategic adaptation, vision and foresight, capable of tuning into different environments, situations, cultures, contexts and anticipating future trends. ‘Universal leaders do not exist because values are not fixed, the interests of the moment will often dictate the values of the moment’ (2). This leadership requires a huge amount of modesty and the awakening to broader realities and appreciation of different paradigms. ‘The life cycle of a butterfly is very short, what we see is not what a yellow butterfly will see!’ (5).
5. A leadership of courage, dialogue, and authentic warmth at the same time, which means to find the right balance between those feminine and masculine dimensions we all carry inside and express outside. This leads to accepting our own paradoxes and dualities and invites us to make bridges and connect across adversities while ‘taking conscious care of what we think, feel and say’ (1).
6. A leadership of (self-) care and generosity, embodying ethics of protection and equity, which includes social justice and the respect of our Mother Earth. We will need however to bear in mind that ‘humans are social animals by necessity, not by interest’ (2) and that to be heard ‘you will sometimes have to howl with the wolves’ (6).
7. A leadership of co-creation, ecosystems, and connectedness, in a complex world where no-one alone has the answer, where the geometric shape of the circle should prevail over the pyramid. The continuous creation of links in human groups is needed, ‘joining hands’ which is beautifully called ‘Diappo’ in Wolof (2).
8. Eventually, a leadership of wisdom, walking on two feet representing the material and the spiritual realities. Starting by listening to the silent voice of who we really are because ultimately, leadership should provide a sense of purpose and serve the greater good, that some may consider as the direction of life itself. Whatever the definition it encompasses, life remains our most precious mystery. In the end of the day, we have no choice other than to serve someone. And you, who do you serve in life?
LEADERSHIP IN ESSENCE…
The complex essence of leadership could be represented by a fractal image, a solid old tree (or its avatar!), a bridge structure, a fine art golden bowl or a circle of joined hands. The representations are infinite to express the grace of selfless leadership service in action.
Leadership is a double-edged sword, capable of both elevating and undermining life. In the dance of leadership, both shadows and light intertwine shaping our individual and collective journeys. As we navigate this duality, embracing courage, unity, and mindfulness, we heed the call to nurture ecologies of (self-) care, resilience, connectedness, purpose, and appeasement.
In this ever-evolving landscape, let us draw inspiration from the wisdom of Edgar Morin and Socrates, embracing the paradox that the more we know, the more we realise there is to learn.
LEADERSHIP TRUTHS CONVERSATION INTERVIEWEES:
1. German entrepreneur pioneer in sport clothing design and the textile industry.
2. Senegalese high official, General Secretary of a top influential national ministry in Dakar.
3. British journalist, author, linguist trained in psychotherapy having developed a coaching development practice targeting women in leadership.
4. Albanian and Italian young leader, working both in academia and foundations.
5. Belgian Human Resources entrepreneur, director, and board member.
6. EU citizen from Danish origin with international career in strategic consulting who launched her own executive search company.
7. Senior Hindu monk from Swiss origin, former multi-million internet business founder who transitioned into spiritual entrepreneurship.
8. Indonesian Mindfulness professor and practitioner from both Muslim Sufi and Zen traditions, ex disciple of Thich Nhat Hanh, guest lecturer at University in Germany engaged in interreligious dialogue.
9. French Director for Europe of an emergency relief humanitarian organisation associated with the Red Cross.
10. British institutional high level European Union official recently retired.
11. Turkish renowned Sufi Master (Cheikha), researcher, writer, scholar, and educator on the path of Rumi.
ABOUT THE AUTHORS
Patricia Lambert is an international Executive Master certified Coach and Supervisor (ICF MCC accredited) with 25 years’ experience. She works globally with corporate, humanitarian (UN), entrepreneurial, profit and non-profit organisations with a focus on leadership, talent, and inner freedom. A graduate of Solvay Brussels School of Economics and Management, she is also a passionate reader and author.
https://www.linkedin.com/in/semaesma/?originalSubdomain=bepatricia@white-move.be
Lucia Montanaro is an Executive Coach, Trainer, and Consultant with extensive international, institutional, and corporate experience. She focuses on leadership, transformation, and problem solving. She is certified in Strategic Intervention coaching, Thinking into Results and is a Neuroencoding specialist. She also has Masters in both International Law and International Relations. She is passionate about people.
https://www.luciamontanaro.com/
lucia.montanaro.coaching@gmail.com
1 https://freedomhouse.org/sites/default/files/2022-02/FIW_2022_PDF_Booklet_Digital_Final_Web.pdf
2 The Institute for Economics & Peace (IEP) published the GPI. https://www.visionofhumanity.org/wp-content/uploads/2023/06/GPI-2023-Web.pdf)
3 Democracy report 2023. Defiance in the face of autocratization. Vdem Institutehttps://www.v-dem.net/documents/29/V-dem_democracyreport2023_lowres.pdf
4 Larry Attree, Podcast Rethinking security: Navigating poly crisis, – https://soundcloud.com/rethinking-security/navigating-global-polycrisis/
5 The project is the ‘Leadership Truths Conversation’.
6 John C. Maxwell, Developing the leader within you 2.0, Harper Collins, 2018.
7 Podcast Past, Present & Future: The history of Freedom with Lea Ypi: Machiavelli and Political Liberty: https://pca.st/episode/0d0d8e1b-ea27-4c07-8195-3f8315b848f6
Published in Coaching Perspectives n° 42 – Shadows & Light (July 2024).