The idea that you have to be born a leader is surprisingly persistent. People who don’t recognize themselves in the classic image of the charismatic, authoritative leader often conclude that leadership is simply “not for them.” That’s a missed opportunity, and scientifically, it’s simply not correct.
Ready to take your leadership to the next level? Discover our leadership programs here.
From ‘great man’ to shared leadership: a long journey
As early as the 19th century, the “great leaders” of the time were studied. Researchers tried to catalogue their innate traits in the hope of discovering the formula for leadership. Leadership was seen as something you either had or didn’t. That belief has left traces that are still felt today.
After the Second World War, the perspective shifted. With the rise of large industrial organizations, attention moved toward leadership behavior. And behavior is something you can learn. The first management schools emerged during this period, with the aim of systematically teaching effective leadership behaviors.
From the 1980s onwards, the arrival of the internet triggered another shift. Top-down leadership became less effective in a rapidly changing world. Organizations needed leaders who could bring people along in change, with persuasion and empathy. Charismatic leadership gained ground.
Today, in an era of complex and interconnected challenges, think climate change, digital transformation or geopolitical instability, we see the rise of shared leadership. There is a growing recognition that no single person can solve everything alone, and that leadership needs to be distributed across people and roles.
The biggest misconception I still encounter? That a leader must be either authoritarian or charismatic. Both images belong to a different era. Today, leadership is about behavior grounded in your own authenticity. Anyone can take on leadership, the context determines what is needed and how it takes shape.
The iceberg of leadership: what you see is only the tip
When organizations come to us for leadership development, their questions are almost always focused on the top of the pyramid: skills such as giving feedback, coaching, delegating or thinking strategically. These are the visible leadership competencies, and they are certainly important. But they are only the beginning.
Beneath the surface lie two less visible layers that are just as crucial for effective leadership:
- Your leadership identity: Do you see yourself as a leader? Research shows that self-perception plays a key role in displaying effective leadership behavior. If you don’t see yourself as a leader, you are less likely to act like one. Conversely, actively working on that identity leads to more effective behavior.
- Your deeper beliefs and patterns: values, habits and patterns you have carried with you for a long time, sometimes since childhood. They are rarely consciously visible, yet they strongly shape how you respond under pressure, in conflict or in uncertainty.
Developing these layers is a personal process that requires introspection, honesty and vulnerability. Coaching plays a key role here.
Self-confidence and leadership: the chicken-or-egg question
One of the most common barriers I see when people start a leadership journey is: “I don’t have enough self-confidence yet to take on leadership.” It’s understandable, but it’s also exactly the wrong starting point.
Research points to something interesting: self-confidence and leadership reinforce each other. You don’t need self-confidence first in order to lead, confidence actually grows through taking action. Every time you take a small step, assume responsibility or navigate a difficult conversation, you build that confidence further.
People with a fixed mindset see self-confidence as something static: you either have it or you don’t. That’s a limiting perspective. In our leadership programs, we strongly emphasize a growth mindset, the belief that your abilities and confidence can be developed, given the right approach and enough practice.
In part two, I will explore what this looks like in practice: vulnerable leadership, shared leadership in a growing organization, and how to maintain a clear compass as a leader in changing contexts. Keep an eye on our channels for part 2.
