The “old school” model of the leader as “hero” is dead. And in today’s complex environment, no leader has “all the answers.”
Traditional expertise is becoming decentralized – and accelerated by AI, meaning leaders can no longer rely on sheer authority to add value. Successful leaders today are facilitators of a collective process in which they can tap into expertise across the organization. They follow as much as they lead.
Recent research reported in Harvard Business Review tells us more about this. Strikingly, meta-analyses reveal that the exact traits that make someone a competent follower—such as emotional stability, curiosity, kindness, and learning ability—are identical to those that predict leadership success to today’s environment.
Following are the five key capabilities of exemplary Follower-Leaders:
- Active Listening: Listen to truly understand reality and reduce blind spots, rather than filtering information to protect your ego or validate existing beliefs.
- Prioritizing Purpose Over Credit: Focus on what works best for the collective mission, eliminating performative theatrics and the hunger for individual applause.
- Reliable Execution: Ground your high-level strategy in reality by maintaining a firsthand understanding of how work actually gets done and the constraints your frontline faces.
- Critical Dissent: Welcome constructive pushback and flag risks early, protecting the organization from the dangerous echo chambers of unchallenged authority.
- Coachability: Actively seek feedback to continuously adapt, avoiding the complacency and obsolescence that often accompany a senior title.
Ultimately, outstanding leadership isn’t about commanding from an isolated peak. It is about listening relentlessly, learning constantly, and knowing when to step back to rely on someone else’s specialized knowledge. By learning to follow well, you naturally build the trust and credibility required to lead.
*Ideas for this blog taken from: Chamorro-Premuzic, T. & Edmondson, A. “The Best Leaders Are Great Followers” Harvard Business Review online, January 14, 2026.
