Feeling small?

The Experience of Feeling Small: Navigating Leadership Dynamics in Organisations

In many organisations, the presence of a dynamic and charismatic leader can be both inspiring and challenging for team members. Consider a scenario where an organisational leader is widely admired for their articulate communication, influential personality, and strong leadership. This leader not only represents the organisation with poise but also successfully enhances its brand and market position, providing a sense of security and opportunity for all involved.

Despite these positive aspects, a schism can develop within the organisation, where team members may feel intimidated by the leader's presence and capabilities. This phenomenon has less to do with inclusivity and more to do with the inherent dynamics of charisma and leadership. Even when the organisation extends invitations for participation in leadership roles, events, or initiatives, these may not be embraced with enthusiasm. Participation can become threatening and trigger further feelings of inadequacy among team members, leading them to perceive themselves as "small" in comparison.

One of the challenges in such systems is that followers may feel stuck, especially if they view charisma as merely a matter of skills and competence, rather than a deeper connection to one's core self—a journey that can be demanding and intimidating. When individuals feel small or inferior, they can become trapped in their own victimhood, paralysed by self-doubt. Alternatively, some may react by attempting to compete, seeking to match or surpass the perceived standards set by the leader. However, when a collective starts feeling small in comparison to one or a few members in leadership, it can create a sense of collective victimhood. While awe and admiration might be outwardly expressed, underlying ambivalence and envy can fester, often unacknowledged.

Addressing these dynamics requires a multi-level approach. First, offering opportunities for growth and development is crucial. However, it's essential to recognise that not everyone will respond to these opportunities in the same way; individual ambitions, aspirations, and willingness to learn play significant roles. For those who feel stuck and unable to leverage capacity-building offers, personalised interventions may be necessary. These can help individuals overcome feelings of smallness and build confidence in their abilities.

Ultimately, bridging the gap between leadership and the rest of the organisation requires shared responsibility. It is not solely the leader's job to ensure that others feel empowered, nor is it entirely up to the individuals to overcome their insecurities. The system as a whole must work towards creating an environment where every member can find their unique strengths and contribute meaningfully. This includes acknowledging and addressing the complex emotions that arise in the shadow of a strong leader, such as envy and admiration, and fostering a culture where both individual and collective growth are valued and supported.

Navigating the dynamics of leadership and feelings of smallness within an organisation is a delicate balance. By providing opportunities for personal growth, acknowledging the deeper journey of connecting to one's core, and fostering a supportive environment, organisations can help all members realise their potential. This, in turn, leads to a more cohesive, resilient, and dynamic organisation where everyone feels valued and capable of contributing to its success.