The Real Seat of Power

Let's be honest, seeing the Houses of Parliament from a Thames riverboat isn't exactly a profound experience. It's a bit like saying you've 'done' London after a ride on a hop-on, hop-off bus. But as that neo-Gothic monstrosity loomed into view, it got me thinking about power - and how we've made a right pig's ear of it lately.

The 'seat of power' used to mean something. Now? It's as likely to be a Pret A Manger booth as it is a throne. We've traded ermine robes for open-plan offices, and the results are... well, mixed at best. Here's a sobering thought: when was the last time you looked at a leader - any leader - and thought, "Yeah, they've got this sorted"? If you're drawing a blank, you're not alone. We're living in an age where trust in leadership crumbles faster than a one dip (Rich Tea biscuit) in a cup of tea. For those reminded of Peter Kay, you're welcome!

But…we need good leaders now more than ever. With the world going to hell in a handcart (climate crisis, wars & rumours of wars, AI job displacement, more school shootings), we can't afford to keep mucking about with leaders who are about as authentic as a three-pound note.

So, what's the answer? How do we square the circle of needing strong leadership in a world that's increasingly sceptical of anyone claiming to have all the answers? And how can leaders navigate the minefield of public opinion without losing their marbles - or their integrity? This isn't just navel-gazing. Whether you're herding cats in a corporate boardroom or trying to inspire a classroom full of teenagers who'd rather be anywhere else, the challenges of modern leadership are real. And they're not going away anytime soon.

We're about to take a hard look at what it really means to lead in a world where everyone's got an opinion, and most of them think you're doing it wrong.

The Changing Face of Power

Remember when leadership meant having the biggest office and the most impressive title? Those dog days are over for most of us, just like Florence + The Machine prophesied. Today, the trappings of power have all the substance of a politician's promise.

If we have a gander at the modern business landscape, we’ll see that the CEOs who are making waves aren't sitting in mahogany-panelled rooms, pondering their next golf game. They're in t-shirts and jeans, hot-desking with the interns. It's not just about looking 'cool' (though let's be honest, some are trying a bit too hard). It's a reflection of a fundamental shift in how power operates.

Gone are the days when barking orders from on high got results. Today's workforce - whether they're Gen Z, millennials, or Gen X - expect more. They want leaders who are accessible, relatable, and heaven forbid, actually human. It's not enough to be the smartest person in the room anymore. You've got to prove you've got a pulse, too.

But it's not just the corporate world that's seen this shift. Look at education. Headteachers who rule with an iron fist are about as welcome as a pork pie at a vegan buffet (or worse, a cheese and onion roll when you’re expecting sausage). The most effective school leaders are those who can connect with students, parents, and staff alike. They're in the trenches, not hiding behind a desk.

And let's not even start on politics. The days of the aloof, untouchable politician are numbered. Social media has seen to that. Every MP is now expected to be part statesman, part local champion, and part social media influencer. It's a juggling act that would make a circus performer wince.

This democratisation of power isn't all sunshine and roses, mind. With increased accessibility comes increased scrutiny. Leaders are under the microscope like never before. Every decision, every tweet, every offhand comment is fodder for analysis and criticism. It's enough to make anyone long for the days when leaders could hide behind their secretaries with no Downing Street CCTV catching dalliances during lockdown.

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This new landscape isn't just challenging for leaders. It's challenging our very notion of what leadership means. The old model of the all-knowing, all-powerful leader is as outdated as a fax machine (we still have them, some people still even ask for them on application forms but no one really uses them - other than…oh, local government!). Today's most effective leaders are those who can admit they don't have all the answers. They're facilitators, collaborators, and yes, sometimes even followers.

But this shift brings its own set of challenges. When every opinion carries weight, how do leaders make decisions? When transparency is the watchword, how do you handle sensitive information? When you're expected to be both visionary and vulnerable, how do you strike the right balance?

And let's not forget the elephant in the room: diversity. As our understanding of leadership evolves, so too does our understanding of who can be a leader. The old boys' network is creaking under the weight of calls for more diverse voices in positions of power. It's not just about ticking boxes; it's about recognising that diverse leadership leads to better decisions and outcomes.

So, what does all this mean for aspiring leaders? For one, you can bin that 'How to Be a CEO in 10 Easy Steps' book (I do like The Diary of a CEO: 33 Laws of Business and Life as I have mentioned but it’s not a one-stop-shop to CEO-ship). The rulebook is being rewritten daily. Today’s leaders must be agile, adaptive, and, above all, authentic. They must be comfortable with uncertainty, adept at building relationships, and skilled at navigating the choppy waters of public opinion.

In short, the face of power is changing. And it's about bloody time. The question is, are we ready for what comes next?

AI Generated Image: Midjourney Prompt: authentic leadership in the style of Takashi Murakami ar16:9

The New Leadership Currency

The concept of authentic leadership has gained significant traction in recent years, but its roots go deeper than many realise. In 1991, philosopher Charles Taylor, in his seminal work The Ethics of Authenticity, argued that authenticity is a moral ideal, not just a personal preference. He posited that being true to oneself is a fundamental aspect of human flourishing, a notion that's increasingly applied to leadership.

In the business world, Bill George, former CEO of Medtronic and Harvard Business School professor, has been a leading proponent of this style of leadership. In his book Authentic Leadership, George defines authentic leaders as those who "are genuine, transparent, and trustworthy. They are willing to listen to others' ideas and learn from their experiences."

This emphasis on genuineness and transparency in leadership isn't just philosophical musing. It's a response to a crisis of trust in traditional leadership models. The Edelman Trust Barometer, a global survey conducted annually, has consistently shown declining trust in institutions and leaders over the past decade. In this context, authenticity isn't just desirable—it's essential.

But what does genuine leadership look like in practice? It's not about oversharing or being everyone's friend. Authentic leaders demonstrate a consistency between their stated values and their actions. They're self-aware, acknowledging their strengths and weaknesses. They prioritise long-term, sustainable outcomes over short-term gains.

However, the path to this kind of leadership is fraught with challenges. In a world of constant scrutiny, leaders must navigate a fine line between transparency and discretion. They must balance authenticity with the need to project confidence and competence. Even moreso, the concept of authenticity itself can be culturally loaded, potentially disadvantaging leaders from diverse backgrounds.

Despite these challenges, the evidence suggests that authentic leadership pays dividends. A meta-analysis published in the Journal of Management in 2017 found positive correlations between leaders who had integrity and employee job satisfaction, organisational commitment, and performance. The ability to lead authentically may well be the defining characteristic of successful leaders across all sectors. It's not a panacea for all leadership challenges, but in an era of fake news and corporate scandals, authenticity might just be our best bet for rebuilding trust in leadership.

It’s worth noting that “bringing your authentic self” is not a code word for doing whatever you please and pissing people because “that’s just who I am”. I will talk more about this when I review Todd Rose's Collective Illusions book in an upcoming FRiDEAS edition.

Authenticity is the daily practice of letting go of who we think we're supposed to be and embracing who we are.

Brene Brown

The Double-Edged Sword of Visibility

The hyperconnectivity of 2024 ensures that leaders face unprecedented levels of visibility and scrutiny. The rise of social media and 24/7 news cycles has fundamentally altered the landscape of leadership, creating both opportunities and pitfalls. We could look at the case of Jacinda Ardern, who stepped down as New Zealand's Prime Minister in January 2023. Ardern's leadership style, characterised by empathy and clear communication, was amplified by her savvy use of social media. Her Facebook Live sessions from her home, often conducted after putting her daughter to bed, broke down barriers between leader and public. However, this visibility also came at a cost. In her resignation speech, Ardern noted the toll of constant public scrutiny, saying, "I know what this job takes, and I know that I no longer have enough in the tank to do it justice."

On the flip side, consider Elon Musk’s acquisition of Twitter (now X) in 2022. Musk’s erratic tweets and controversial decisions led to a significant drop in the platform’s value and an advertiser exodus. His behaviour demonstrates how unfiltered visibility can undermine leadership credibility and impact business outcomes. To be fair, X has become a minefield and some would say, a cesspool, but Musk’s commitment to “free speech” is making X the Wild West it seems.

The impact of digital scrutiny extends beyond political and business spheres. In the UK education sector, headteachers are increasingly finding themselves in the public eye. A 2023 survey by the National Association of Head Teachers found that 64% of school leaders reported experiencing abuse on social media. This visibility has led some headteachers to become reluctant to speak out on contentious issues, potentially stifling important educational debates.

The philosopher Byung-Chul Han offers a critical perspective on this phenomenon in his book The Transparency Society. Han argues that the demand for total transparency can lead to a form of digital tyranny, where privacy and nuance are sacrificed on the altar of constant visibility. This poses a significant challenge for leaders trying to navigate complex issues that don't lend themselves to tweet-length explanations.

However, it's not all doom and gloom. Some leaders are finding ways to harness the power of digital visibility to positive effect. Take Microsoft CEO Satya Nadella, for instance. Since taking the helm in 2014, Nadella has used platforms like LinkedIn to share insights on leadership and technology trends. His thoughtful, measured approach to digital communication has helped rebuild Microsoft's image and engage with stakeholders in meaningful ways. He hasn’t convinced me to cross over from the dark side but…

The key seems to lie in strategic authenticity. Leaders need to be genuine in their digital presence, but also judicious. Organisational psychologist Tomas Chamorro-Premuzic has discussed the challenges of leadership in the digital age. His work suggests that leaders must carefully manage their personal brand, which has become inseparable from their organisation's brand. This requires thoughtful curation of one's digital presence rather than constant, unfiltered communication.

Cultivating authenticity requires systemic change in organisations, including creating cultures that value openness, diversity, and ethical behaviour. It's not just about individual leaders, but about fostering these qualities at all levels. Education and talent development programmes are increasingly focusing on authentic leadership principles, emphasising self-awareness and emotional intelligence alongside traditional skills.

While authenticity is seen as crucial in rebuilding trust, it's not a golden goose. Leaders must balance authenticity with strategic communication and the needs of their role. This new reality of leadership visibility brings with it a host of ethical considerations. How much of a leader's personal life should be open to public scrutiny? Where do we draw the line between transparency and privacy? These are questions that leaders, organisations, and indeed society at large are grappling with.

As we move forward, it's clear that effective leadership will require a nuanced approach to digital visibility. Leaders must learn to balance authenticity with discretion, transparency with strategic communication. Those who master this balancing act will be better positioned to navigate the challenges of leading in the digital age, while those who don't may find themselves casualties of the very visibility they sought to leverage.

AI Generated Image: Midjourney Prompt: double-edged sword of leadership ar16:9

“If you are afraid of failure or taking risks, this can seriously hold you back. Most people believe that they can’t make a mistake, and the fear of doing so often stops them from getting on with things.”

Dame Carolyn McCall

Cultivating Authentic Leadership

If there’s one thing workplaces are tired of, it’s leaders who play a role rather than live a reality. Leadership that does what it says on the tin cuts through this nonsense. It’s less about feel-good rhetoric and more about a grounded, almost ruthless commitment to self-awareness, consistency, and ethical behaviour. To lead authentically is to embrace a paradox: you must be both vulnerable and firm, empathetic yet resolute.

The kind of leaders who thrive today are those who know when to listen and when to stand their ground. Think of the likes of Dame Carolyn McCall, CEO of ITV, who’s shown that integrity can exist even in cutthroat industries. Leaders like her understand that authenticity isn’t about projecting an image; it’s about clarity of purpose and action. They accept that to be authentic is to risk discomfort—not just for themselves, but for those around them. It’s a conscious choice to avoid the easy, slick path and instead tread the more challenging route of honesty and accountability.

For organisations looking to foster authenticity, the task is not to create a ‘one-size-fits-all’ model of authenticity—an impossible oxymoron. Instead, the focus should be on building cultures where candour is valued over conformity and where admitting uncertainty is not seen as a weakness. This means providing platforms for feedback that aren’t mere box-ticking exercises but meaningful engagements. It means encouraging leaders at all levels to reflect deeply on their values and how these align (or clash) with their actions.

One striking example comes from the UK's National Health Service (NHS). The Freedom to Speak Up initiative encourages staff to voice concerns without fear of reprisal. This isn't merely about whistleblowing; it's about embedding a culture where authenticity can thrive, where difficult conversations aren't dodged but faced head-on. Such initiatives underscore that authentic leadership is not a veneer but a commitment to truth and accountability at every level.

It’s not enough to preach authenticity from the C-suite; it has to be woven into the fabric of leadership development. Educational programmes and training need to go beyond the usual fare of ‘how to be a good leader’ modules. We’re talking about transformative, often uncomfortable experiences that force potential leaders to confront their biases, face their failures, and understand the ethical weight of their decisions. A good example is the approach taken by the University of Oxford’s Saïd Business School, where leadership development is anchored in ethical decision-making and critical self-reflection. In such settings, authenticity is not a destination but a continuous process of becoming. One day, I will study (or maybe even work) there if I am lucky.

Training should also tackle the complexities of balancing authenticity with strategic needs. For example, the tension between being open and maintaining necessary confidentiality is a tightrope that many leaders must walk daily. The Leadership Academy of the NHS, for example, doesn’t shy away from these grey areas, encouraging leaders to navigate them with both head and heart. The goal isn’t perfection but progress—a constant push towards being better, more grounded leaders.

Organisations serious about building an authentic culture need to invest in these sorts of programmes and challenge the status quo. It’s not about creating an army of clones who all think and act the same way; it’s about fostering environments where leaders are encouraged to bring their whole selves—warts and all—to the table. Because ultimately, when leaders are authentic, the ripples of trust, engagement, and performance spread across the entire organisation.

The stakes are high. Organisations that fail to cultivate authenticity will find themselves out of touch and irrelevant, no matter how good their quarterly numbers look. Authentic leaders are the ones who will navigate the complexities of tomorrow’s challenges—not through superficial charm but through deeply-rooted integrity and a relentless commitment to being real.

AI Generated Image: Midjourney Prompt: a state of flux ar:16:9

The Future of Leadership

Leadership, as we know it, is in a state of flux. The old paradigms of command and control are fast fading, replaced by a need for leaders who are not just authoritative but adaptable, emotionally intelligent, and technologically savvy. The psychological underpinnings of this shift are profound, as leaders today must not only manage tasks but also navigate the complexities of human behaviour in increasingly uncertain environments.

Theories that once held sway in leadership circles are being challenged and redefined. Traditional models, like transactional leadership, where power is wielded through a system of rewards and punishments, are losing their relevance in dynamic, knowledge-driven workplaces. Instead, transformational leadership—where leaders inspire and motivate through vision, empathy, and a genuine concern for their team’s development—is becoming the gold standard.

Research in organisational psychology has long supported this shift. The work of Daniel Goleman on emotional intelligence, for example, demonstrates that the most effective leaders are those who combine cognitive skills with emotional regulation, empathy, and social skills. As Goleman puts it,

“What distinguishes great leaders from merely good ones is emotional intelligence.”

This isn't just a feel-good statement; studies show that leaders with high emotional intelligence foster more engaged, committed, and productive teams. They understand that leadership isn’t about being the smartest in the room but about being the most attuned to the needs and motivations of others.

The future doesn’t belong to the inflexible. Leaders who cling to old models and resist change will find themselves left behind. Instead, adaptability—an ability to pivot and learn in real-time—is becoming a critical trait.. Leaders who embody a growth mindset (as per Carol Dweck’s work I have referenced multiple times) see challenges as opportunities to learn rather than threats to their authority. They are not paralysed by failure but instead see it as feedback, a necessary step towards improvement. In her own words,

“The passion for stretching yourself and sticking to it, even (or especially) when it's not going well, is the hallmark of the growth mindset.” (Carol Dweck)

This mindset is essential for leaders navigating the turbulent waters of business.

Technology, without a doubt, will be a major disruptor and enabler in leadership. Artificial Intelligence (AI) and machine learning, for example, are not just reshaping how we do business but also how we lead. A McKinsey report suggests that up to 60% of current jobs could see a third of their constituent activities automated, shifting the role of leaders from managers of tasks to curators of creativity and strategic thinking. However, there’s a psychological dimension to this technological integration that can't be ignored. The rise of AI demands leaders who are comfortable with uncertainty and who possess a high tolerance for ambiguity. The psychological principle of "ambiguity tolerance," a concept explored by psychologist Frenkel-Brunswik, becomes crucial. Leaders who can navigate ambiguous situations without defaulting to rigid, fear-based decision-making are better positioned to innovate and guide their teams through the disruptions that technology inevitably brings.

Moreover, as technology becomes more integrated into leadership, the human element will only grow in importance. Digital leadership will require a balance—leveraging data and algorithms while maintaining a deep understanding of the human condition. As psychologist Susan David argues in her work on emotional agility,

“The most agile leaders are the ones who can navigate their inner world, allowing them to make better choices when faced with uncertainty and complexity.”

As we look to the future, the demands on leaders will continue to evolve. The leaders of tomorrow must be prepared to blend the analytical with the empathetic, the technological with the psychological. This is not about being all things to all people but about cultivating a mindset that is perpetually open, curious, and grounded in a deep understanding of human behaviour. The psychological foundations of leadership will matter more than ever, as will the capacity for continuous growth and adaptation.

The organisations that thrive will be those that invest in developing these qualities—not as optional extras but as core competencies. Leadership will no longer be about who shouts the loudest or commands the most power but about who can listen the deepest, adapt the quickest, and inspire the strongest.

AI Generated Image: Midjourney Prompt: the seat of power and authenticity ar:16:9

Where Do We Go From Here?

The nature of leadership is undergoing a profound transformation, and with it, our understanding of power and responsibility must evolve. The days of the omnipotent, distant leader are over; today’s complex world demands leaders who are present, genuine, and willing to take risks—especially the risk of being themselves. Authentic leadership isn't a soft option; it's a hard-nosed necessity despite an era marked by distrust and disillusionment.

The stakes are not just organisational—they’re societal. Leadership is about more than achieving targets or pleasing shareholders; it’s about shaping cultures and influencing lives. The future demands leaders who understand that their power lies not in dominance but in their ability to inspire trust, navigate ambiguity, and engage deeply with the people they lead. Authenticity is not a strategy; it's a way of being that requires leaders to be honest not just with others but with themselves.

I think it can be summed up in these 5 takeaways:

Stop Faking It: Authenticity is the New Power Move Forget trying to look the part or ticking the right boxes—it’s is about being real, even when it's messy. If you’re not willing to get uncomfortable and show who you really are, you’re not leading; you’re acting. And no one has time for that anymore. Not even Hollywood.

Get Used to Being Uncomfortable: Adapt or Die The old playbook is dead. Leaders who cling to outdated models are already fossils in the making. The ones who thrive will be those who see every setback as a lesson and every success as a stepping stone. If you’re not learning, you’re losing. Failure = Feedback = Knowledge = Power (just like Bartlett said).

Emotional Intelligence: The Real Leadership X-Factor Forget just IQ. If you can’t read the room or handle your own emotions, you’re done. Leaders who know how to connect with people, manage conflict, and motivate teams without resorting to fear are the ones who will get things done and keep people with them for the long haul. It’s more than DISC profiling too.

Tech is Coming for Your Comfort Zone: Don’t Get Left Behind AI and automation are reshaping everything. Leaders need to embrace tech without losing their humanity. If you’re not balancing data with empathy and ethical judgement, you’re just another cog waiting to be replaced. Use tech wisely, but never forget the people behind the screens. Tech is a tool. Screwdrivers can open paint cans, cut boxes or jimmy locks but they are best used to drive screws.

Leadership Isn’t About Popularity: It’s About Principles The future belongs to leaders who can stick to their values and make tough calls, even when it costs them. Integrity isn’t a buzzword; it’s the backbone of real leadership. If you’re not willing to risk your reputation for doing the right thing, step aside and make room for someone who will. There’s no room for BS when the stakes are real—lead with purpose or get out of the way.

This isn't about pretending to have all the answers. The greatest leaders recognise the limits of their knowledge and the value of listening. As philosopher Hannah Arendt noted,

"Power springs up between men when they act together."

Real leadership, then, is not about imposing one's will but about cultivating spaces where others can flourish. This is especially vital in a context where public trust in leadership is precarious, and the need for credible, grounded leadership has never been greater. The call to action is simple but not easy: step up or step aside. Authentic leadership is not a veneer to be polished for appearances; it’s a commitment to lead with courage, vulnerability, and integrity. It’s about embracing discomfort and being prepared to make tough decisions for the right reasons.

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