Leadership is often viewed through the lens of authority, control, and competition, but the key to truly effective leadership lies in trust, kindness, and collaboration.
By shifting their mindset and approach, leaders can create workplaces where employees feel valued, supported, and motivated to achieve their best. This perspective challenges long-held beliefs about human nature and offers a new framework for inspiring and guiding teams. I just completed reading Rutger Bregman’s The Human Kind and was totally inspired to share my learnings with you all.
For decades, the belief that humans are naturally selfish has shaped how organisations function. From competitive workplace cultures to narratives of people acting out of self-interest, this idea has influenced how leaders view their teams. Known as ‘veneer theory,’ this notion suggests that kindness is a thin layer masking a more selfish core. However, this assumption often leads to missed opportunities. Leaders who expect the ‘worst’ from their employees are less likely to create an environment where trust and collaboration thrive.
In his book The Human Kind Rutger Bregman brings studies and historical examples which show that this cynical view is often based on flawed evidence. Famous experiments, such as the well-known and taught ‘Stanford Prison Experiment’, which claimed to demonstrate that people quickly turn cruel when given power, have been debunked for their methodological flaws. Participants were encouraged to act out certain behaviours rather than naturally adopting them. Similarly, the story of ‘Kitty Genovese’, whose neighbours allegedly ignored her cries for help, has been widely misreported. In reality, many people tried to intervene or contact authorities. Leaders who adopt a more optimistic view of human nature can create spaces where their teams’ best qualities emerge.
Co-operation, not competition, has been the foundation of human success. Anthropological research shows that humanity’s survival has often depended on people working together, sharing resources, and supporting one another. This concept, known as ‘survival of the friendliest,’ carries significant implications for leadership. Leaders who build trust, empathy, and collaboration into their organisations foster environments where employees are more likely to innovate, take risks, and contribute meaningfully.
A powerful example of this principle in action can be seen during the ‘London Blitz’ of World War II. Rather than descending into chaos, communities came together in solidarity, displaying resilience and co-operation. Similarly, leaders who create supportive environments for their teams – especially during challenges – can cultivate loyalty and collective strength.
Central to fostering collaboration is the ability to trust your team. Many organisations operate on the assumption that employees must be constantly monitored, leading to environments of stress and disengagement. Scandinavian prison systems provide an alternative model, demonstrating the power of trust and respect. These systems prioritise rehabilitation, treating inmates as capable of change, which results in lower reoffending rates. Leaders can adopt a similar mindset by trusting their employees to take ownership of their work. This trust often inspires creativity, loyalty, and improved performance.
Micromanagement, on the other hand, can stifle motivation and innovation. Leaders who allow their teams the freedom to take initiative, solve problems, and make decisions create an atmosphere of empowerment. By showing trust, leaders encourage employees to rise to the occasion and develop their potential.
Effective leadership also requires a focus on empathy and psychological safety. Understanding the challenges employees face, both at work and in their personal lives, fosters stronger relationships and a sense of belonging. When leaders demonstrate compassion, they create a culture where employees feel supported and understood. Psychological safety further enhances this dynamic by ensuring that team members feel secure in speaking up, sharing ideas, and even making mistakes.
Fairness is another critical component of strong leadership. Transparent communication about expectations, goals, decisions, and rewards builds trust and ensures that employees feel involved and valued. Research consistently shows that equitable workplaces experience higher levels of engagement and loyalty. Leaders who prioritise fairness not only create stronger teams but also position their organisations as inclusive and ethical.
The future of leadership lies in embracing optimism, trust, and kindness. Leaders who approach their teams with the belief that people are inherently co-operative and capable of growth can create workplaces where individuals and organisations thrive. This shift not only benefits team dynamics but also drives innovation and long-term success.
Join us next month for another edition of Workplace Watch, where we’ll explore more trends shaping the future of work. Until then, keep growing, keep learning, and keep pushing the boundaries of what’s possible.
Amal Kooheji is a growth advocate
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