In 1989, Max De Pree, the former CEO of Herman Miller, Inc., wrote the book Leadership is an Art and concluded that leadership is centered around building relationships, enhancing community bonds, and valuing individuals within an organization.

Leadership—the timeless art of pretending to have all the answers while secretly crossing your fingers and hoping no one notices you’re just improvising. Who would have guessed that the fall of Bangladesh’s leader would send such ripples through the political landscape? It makes you wonder, what might have gone wrong. Is it a leadership failure?

In companies, when leaders miss the bigger picture, get lost in micromanaging everyone, and insist on rearranging your desk every morning, convinced it’s a motivational tactic–Is leadership an art? When leaders lose the ability to listen and understand the concerns of their team, like a captain steering a ship without looking at the map—or worse, without even asking if the crew knows how to navigate the storm—Is leadership an art? Without empathy and emotional intelligence, leaders mishandle their team’s grievances, and the organizations or country’s synergy is destroyed. Is leadership an art?

In both political and organizational settings today, the art of leadership is more complex and demanding than ever before. A leader’s role has expanded beyond directing tasks or managing teams; it now requires a deep understanding of human psychology and behavior. Gone are the days when just holding a position of authority could earn you respect and loyalty. Leadership has evolved into a bad sitcom where the leader thinks they’re the protagonist, but they’re actually just winning the “Most Out of Touch” award.

From Lordship to Leadership

Historically, leadership was more about issuing orders and expecting blind obedience. It was akin to a stern parent who says, “Do as I say, not as I do,” and then wonders why their children rebelled. This method, while effective in certain situations, falls flat in today’s fast-paced, interconnected world. In both the public and private sectors, this outdated “command and control” style is about as practical as using a chocolate teapot. Employees no longer want to be passive recipients; they want to be actively involved, recognized, and given opportunities to contribute meaningfully to their organization or country’s success.

A recent study published in the Harvard Business Review found that leaders who practice empathy and actively engage with their teams outperform those who adhere to more traditional, authoritative styles (Zenger & Folkman, 2023). The study, which surveyed over 5,000 employees across various industries, revealed that leaders who demonstrated a genuine concern for their employees’ well-being were seen as more trustworthy and effective. This empathy-driven leadership was linked to higher levels of employee satisfaction, increased innovation, and reduced turnover rates. This research highlights that in today’s evolving workplace, the most successful leaders are those who prioritize human connection and provide a supportive environment where people feel empowered to thrive. The future of leadership lies not in commanding from above but in leading alongside, with empathy and a deep understanding of what truly drives people.

If Leadership is an Art, Emotional Intelligence is the Brush that Paints the Art

So, how do leaders master this new art of leadership? Those who have mastered the art of empowering leadership possess transformational and inspirational traits. Their vision, inspiration, and emotional intelligence are just magical. They tend to rise above traditional supervisory roles and focus on motivating and empowering their teams. Picture a leader who doesn’t just tell you to go the extra mile but runs alongside you, cheering you on and showing you that the journey is just as important as the destination. How do you feel when you are emotionally connected with your leader and find yourself in a comfortable yet exceptionally high-performing zone? Furthermore, you find yourself having a role model in your leader, who demonstrates integrity and creates a workplace where people feel valued and inspired to give their best.

However, adopting these leadership styles requires leaders to shed layers of ego and psychological baggage. It’s like peeling an onion—there might be tears, but each layer brings you closer to the core. At the heart of both transformational and inspirational leadership is emotional intelligence, which is about understanding and managing your own emotions while empathizing with others. It’s the ability to handle difficult employees with grace and empathy.

The Enemy Within

The real enemy in the leadership saga isn’t a lack of strategy or communication breakdowns—it’s the leader’s own ego. When unchecked, a leader’s ego can act like a silent saboteur, undermining their ability to lead effectively. It’s like a lighthouse keeper who forgets to keep the light on, blinded by the belief that sailors already know the way. Ego leads to arrogance, a refusal to admit mistakes, and resistance to feedback, all of which erode the trust and respect essential for effective leadership. Instead of promoting open communication, an egotistical leader creates an environment of fear and alienation, where team members feel undervalued and unheard. Recognizing and overcoming this inner enemy is key to becoming a wise leader.

The Power of Vulnerability in Leadership

Another crucial yet often overlooked aspect of effective leadership is vulnerability. Many leaders mistakenly believe that showing vulnerability is a sign of weakness, when in fact, it’s a powerful tool for building trust and genuine connections with their teams. Imagine a leader who, instead of always projecting an image of invincibility, is willing to admit their mistakes, share their fears, and openly seek advice from their team. This approach humanizes the leader and at the same time empowers his team, encouraging a culture where everyone feels safe to voice their opinions and take risks. In a world where leaders are often expected to have all the answers, embracing vulnerability can be the key to unlocking creativity and collaboration within an organization.

Begin the Art with a New Stroke

Leadership is more than just a title or a corner office with a view. It’s about understanding the intricate dance of human psychology, connecting with people on an emotional level, and inspiring them to reach their full potential. In Nepal and beyond, the old-school model of leadership is giving way to a more nuanced, human-centered approach. By embracing transformational and inspirational leadership principles and cultivating emotional intelligence, authenticity, and humility, leaders can create positive and inclusive environments where everyone thrives. If more leaders, especially political leaders, could grasp this, the world might just become a slightly less chaotic place. Three tips from inspirational and transformational leaders:

Practice Active Listening: To truly understand and motivate your team, you need to listen actively. Active listening builds trust and nonverbally communicates that you value your team’s input. One well-known example of active listening is Nelson Mandela, as described in his autobiography, Long Walk to Freedom. Mandela was known for his ability to listen deeply to others, even those with opposing views. During negotiations to end apartheid in South Africa, Mandela often invited his adversaries to speak first, fully listening to their concerns before responding. This approach not only allowed him to understand the perspectives of others but also built trust and showed respect.

Encourage a Growth Mindset: Satya Nadella, the CEO of Microsoft, is a great example of a leader who fosters a growth mindset. As recounted in his book Hit Refresh, when Nadella took over as CEO, he emphasized the importance of learning from mistakes and constantly evolving. He introduced the concept of a “growth mindset” into Microsoft’s culture, encouraging employees to view challenges as opportunities to learn rather than as setbacks.

Develop Self-Awareness: Howard Schultz, the former CEO of Starbucks, is a notable example of a leader who developed self-awareness to enhance his leadership. In his book Onward, Schultz reflects on a pivotal moment when he realized that his intense passion for Starbucks was causing him to make impulsive decisions and alienate his team. Recognizing this, he sought feedback from his colleagues and worked on becoming more self-aware of his emotional triggers. Schultz practiced mindfulness and became more deliberate in his decision-making, which helped him build stronger relationships with his team and guide Starbucks through challenging times.

Leadership is an art because it requires more than just skill and strategy. True leaders paint their legacy not with power and control, but with understanding and a genuine connection to those they lead, crafting a tapestry of trust, inspiration and respect.

 
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