I have mixed feelings about the word leadership. I have known leaders who have sat in their metaphorical ivory towers and dispensed media-ready quotes about the wonders of the organization and handed out plans while being completely unaware of the daily realities of those under their leadership. I have also known leaders who have joined in the daily work, though the hard work and dedication of these leaders has not been enough to erase the negative connotation of leadership in my mind. I have always valued leaders who took the time to listen to me, understand my perspective, and worked with me for a common goal. As this is what I value in a leader, this is what I strive for in my own leadership.
Above all else, the ability to show empathy and create psychological safety is vital as a leader. The people you lead need to know they are valued as people, not only as employees (Center for Creative Leadership, 2025). This can be done through teambuilding, active listening, and adopting a more egalitarian leadership model (Hacking HR Team, 2024). When I first took on a leadership role for a team at work, I spent a few minutes getting to know my team members. Then, at subsequent meetings I would inquire about what they had told me: a planned vacation or a child’s birthday for example. Acknowledging what mattered to my team members helped build rapport; my team worked more efficiently as a result (Hacking HR Team, 2024).
Building empathy also speaks to my belief in collective leadership. Rather than working top-down, my fast-paced work environment benefits from a more fluid structure. Though the need for clarity and organization will likely always necessitate someone to be the point person, collective leadership styles are more suited for the modern workplace as it allows for responsibility to be shared amongst team members (O’Neil & Brinkerhoff, 2018). This builds ownership, encourages self-efficacy, and allows for quick response to challenges (O’Neil & Brinkerhoff, 2018).
Collective leadership also speaks to my belief in leadership from the bottom-up. Though organizational change is often thought of as happening from the top-down, there is power in initiating change from the bottom-up (Meyerson, 2008). One change I made that has rippled outward through my school is my adoption of social-emotional learning (SEL) into my curriculum. When I first arrived at my school, many teachers were resistant to including SEL in their classrooms, as they felt it was merely one additional task administration had given them with little consideration for how it could actually be implemented. I believe in the value of SEL, difficult conversations, and growing as people. Therefore, I took the time to research quick ways to include aspects of SEL in my classroom. I shared what I found with my immediate colleagues, and then word slowly spread throughout the school. The following summer, I was paid by administration to develop a small SEL curriculum that could be adopted and adapted as needed for the entire school. It was my work as a teacher that allowed my organization to make meaningful change.
Though I believe all team members should have the ability to demonstrate leadership and take ownership of their projects, there are times and places where having a clear leader is necessary. The development of a project is one such time. Though execution of the project can be distributed throughout team members, it is often more efficient for one person to set up a project proposal, structure, and plan (WeLearn, 2024). This ensures all team members know what is happening and who to report to in the event of a challenge. Furthermore, giving and receiving feedback is often better when there is a clear leader in charge of it. An effective leader knows how to give constructive feedback to elicit specific change among team members they are leading (Brown, 2018). Likewise, an effective leader also solicits feedback on their work as a leader to make changes to benefit the team.
I believe effective leaders are those that take the time to get to know those they are working with and for. From simple conversations designed to get to know team members and relevant stakeholders to soliciting feedback, good leaders are readily accessible. While leadership can be shared among a group of people to increase buy-in, efficacy, and productivity, a leader must know when they can bring organization and structure to improve efficiency. It is through my commitment to empathy, organization, and hard work that I continually strive to be the type of leader others want to emulate.
References
Brown, B. (2018, October 15). Clear is kind. Unclear is unkind. Brené Brown.
Center for Creative Leadership. (2025, September 25). The 6 principles of leadership coaching, based on assessment – challenge – support. Center for Creative Leadership. https://www.ccl.org/articles/leading-effectively-articles/the-six-principles-of-leadership-coaching/
Hacking HR Team (2024, May 30). Empathy in action: A leadership toolkit for the modern workplace. hacking HR. https://hackinghrlab.io/blogs/empathy-leadership/.
Meyerson, Debra E. (2008). Rocking the boat: How to effect change without making trouble. Harvard Business Press.
O’Neil, C. & Brinkerhoff, M. (2018, February 1). Five elements of collective leadership. NPQ. Venngage Inc. (2025, August 18). 10 Leadership Styles Infographic [Image].
WeLearn. (2024, November 1). Agile project management in instructional design: How to streamline processes for efficiency and innovation. WeLearn. https://welearnls.com/agile-project-management-in-instructional-design-how-to-streamline-processes-for-efficiency-and-innovation/.