To Move Forward, Step Back: The Top 4 Benefits of Leading from Behind

"Which leadership style is the most effective?"

It’s a question I hear often, and my answer always surprises: "It depends."

It depends because context is king. Industry, size, mission, strategy, competition, team structure, organizational maturity—everything matters. Even within the same organization, a style that works today may fail tomorrow. Adaptation is key. The best leadership style? The one that fits the moment and gets results. Situation matters and the best one is Situational leadership style. That's why I'm a style agnostic.

But we all have a default. Mine? Empowering others; a mix of coaching and transformational styles. Like a steady force working behind the scenes, I lead without seeking the spotlight—letting the magic happen where it matters most.

A leader is best when people barely know he exists… when his work is done, his aim fulfilled, they will say: we did it ourselves. - Lao Tzu

Let me share a story about how this approach shaped my journey as a leader.

A True Story

At a recent company, I was tasked with building a new department and introducing a critical IT governance capability from the ground up. Reporting directly to the Global CIO, I was responsible for establishing this capability while ensuring the team could operate effectively and independently.

The challenge was to create a strong, self-reliant team and embed governance processes across the organization, all while delivering measurable results. The Global CIO expected visible, hands-on involvement, and I knew I had to balance their expectations with my leadership philosophy of enabling others.

I focused on identifying the right talent and empowering them to take ownership. Instead of stepping into every meeting or making every decision myself, I coached the team, clarified the vision, and provided frameworks for success. I let them lead the implementation, solve challenges, and even present to senior stakeholders.

This approach required trust and patience. I stayed involved behind the scenes, mentoring and steering, but allowed the team to showcase their expertise and take the spotlight.

Results

• The new IT governance capability was successfully implemented on time and was praised for its impact across the organization. The team grew in confidence and became a trusted partner for stakeholders.
• However, my “leading from behind” style was initially misunderstood.
• The Global CIO, not seeing me in the foreground, questioned if I was deeply involved. It wasn’t until they saw the outcomes and the team’s capability to sustain operations independently that they appreciated the strategy.

My Perspective

Leading from behind isn’t about stepping back—it’s about stepping aside so others can step up. It’s about empowering a team to take ownership, grow, and succeed without constant oversight. While this approach can sometimes be misinterpreted as disengagement, the results speak for themselves: a capable, confident team that says, “We did it ourselves.”

But don’t just take my word for it—academic research backs it up. Here are some key findings.

Why Leading from Behind Works

1. Empowerment and Ownership Leading from behind promotes empowerment and accountability. According to Srivastava, Bartol, and Locke (2006), empowering leadership enhances knowledge sharing and team efficacy, which in turn improves overall team performance. Leaders who encourage participative decision-making foster an environment where team members feel ownership of their work, driving better outcomes.
2. Development of Talent This strategy creates opportunities for individuals to grow their skills and prepares them for future leadership roles. Mutonyi, Sl?tten, and Lien (2020) found that empowering leadership fosters innovative behavior among employees, especially when combined with team cohesiveness and learning-oriented environments. This development leads to more confident and capable teams.
3. Stronger Team Dynamics Empowering leadership strengthens collaboration and trust among team members. Research by Zhang and Zhou (2014) demonstrated that empowering leadership increases intrinsic motivation and creative self-efficacy, both of which are essential for cohesive and high-performing teams.
4. Sustainability A leader who empowers their team creates a self-reliant group capable of functioning effectively even in the leader’s absence. Yukl and Becker (2006) emphasize that empowering leadership fosters resilience and adaptability, ensuring the team can navigate challenges without constant oversight.

How to Lead Effectively from Behind:

1. Set a Clear Vision: Establishing a clear and compelling vision is crucial for guiding team efforts and ensuring alignment with organizational goals. Chhotray, Sivertsson, and Tell (2018) emphasize that a company's vision should reflect a culture that supports employees' daily activities and decisions, thereby enhancing their commitment and performance.
2. Provide Resources and Support: Equipping team members with the necessary resources and support is essential for fostering innovation and achieving organizational success. A blog post by Sopra Steria (2023) highlights that leaders can drive innovation by providing resources and support, thereby creating an environment where innovation thrives and contributes to long-term success.
3. Recognize and Celebrate Wins: Acknowledging team members' contributions fosters morale and motivation. Hulpia and Devos (2010) found that leadership practices such as recognition positively reinforce teachers' commitment to the organization, suggesting that similar practices in other sectors can enhance employee engagement and satisfaction.
4. Stay Involved Strategically: Maintaining strategic involvement without micromanaging is vital for effective leadership. Carson et al. (2007) propose that shared leadership is facilitated by an overall team environment characterized by shared purpose, social support, and voice, indicating that leaders should remain engaged to nurture these conditions.

Challenges of Leading from Behind

1. Misinterpretation of Leadership Style: Leading from behind may be perceived as disengagement by stakeholders or superiors. Leaders must communicate their strategic role to ensure their contributions are understood and appreciated (Yukl & Becker, 2006).
2. Requires Trust and Communication: Effective empowerment depends on trust and regular communication. Without these elements, misunderstandings may arise, potentially undermining team alignment and performance (Carson, Tesluk & Marrone, 2007).
3. Keeping the Balance: Leaders must find the right balance between delegation and direct involvement. Failing to intervene when necessary can lead to missed opportunities or unresolved issues (Chhotray, Sivertsson & Tell, 2018).

Conclusion

Leading from behind is about redefining leadership—it’s not about stepping back but stepping aside to let others rise. It’s about empowering teams to take ownership, collaborate, and innovate, creating a foundation for sustainable success.

But let’s be clear—this approach isn’t passive. It demands balance. Clear communication, strategic oversight, and being present where it matters most are key. It’s about setting a vision, offering support, and celebrating wins while ensuring everyone knows the direction we’re heading.

For me, the heart of leading from behind is simple: it’s about trust. Trust in your people, trust in their abilities, and trust in the process. When done right, it doesn’t just deliver results—it builds cultures of resilience, adaptability, and collaboration.

Great leaders don’t seek the spotlight; they create space for others to shine. That’s the magic of leading from behind.

About Me

I’m Ali Farahani, known as Alfa—a transformational coach, seasoned IT leader, and keynote speaker dedicated to helping leaders unlock their full potential. With over 25 years of experience, including roles as a Group CIO and enterprise strategist, I understand the challenges executives face in balancing high performance with personal well-being.

As an ICF-certified Executive Coach (PCC) and a certified PQ Mental Fitness Trainer, I specialize in guiding IT leaders and C-level executives to lead with confidence, clarity, and authenticity. My coaching philosophy is rooted in empowerment—helping leaders build resilience, foster innovation, and inspire their teams to thrive.

Beyond coaching, I’m passionate about sharing actionable insights and inspiring stories through keynote speeches, workshops, and podcast appearances. My talks focus on leadership transformation, mental fitness, and the evolving role of technology in driving human-centered success.

Whether you’re seeking a coach to elevate your leadership or a speaker to ignite your event with fresh perspectives, I’d be honored to work with you. Let’s create something impactful together.

Publications

The Grey Leader

Elevate IT: A Five Step SMART Coaching Model

Inquiry vs. Assumption: A Quick Guide and Workshop Workbook for Shifting Limiting Perspectives

References

1. Carson, J. B., Tesluk, P. E., & Marrone, J. A. (2007). Shared Leadership in Teams: An Investigation of Antecedent Conditions and Performance. Academy of Management Journal, 50(5), pp. 1217–1234. Available at: https://www.academia.edu/45423626.
2. Chhotray, S., Sivertsson, O., & Tell, J. (2018). The Roles of Leadership, Vision, and Empowerment in Born Global Companies. Journal of International Entrepreneurship, 16, pp. 38–57. Available at: https://www.academia.edu/45423626.
3. Hulpia, H. and Devos, G. (2010) ‘How distributed leadership can make a difference in teachers' organizational commitment? A qualitative study’, Teaching and Teacher Education: An International Journal of Research and Studies, 26(3), pp. 565–575. Available at: https://www.academia.edu/70818600.
4. Mutonyi, B. R., Sl?tten, T., & Lien, G. (2020). Empowering Leadership and Innovative Work Behavior: Empirical Evidence from Norway. International Journal of Public Leadership, 16(2), pp. 175–197. Available at: https://www.emerald.com.
5. Sopra Steria (2023) ‘Leading the way: empowering leadership in innovation management’, Sopra Steria Insights. Available at: https://www.soprasteria.co.uk/insights/blogs/details/leading-the-way-empowering-leadership-in-innovation-management.
6. Srivastava, A., Bartol, K. M., & Locke, E. A. (2006). Empowering Leadership in Management Teams: Effects on Knowledge Sharing, Efficacy, and Performance. Academy of Management Journal, 49(6), pp. 1239–1251. Available at: https://www.academia.edu/51611269.
7. Yukl, G., & Becker, W. (2006). Effective Empowering Leadership. Leadership Quarterly, 17(2), pp. 210–223. Available at: https://www.sciencedirect.com.
8. Zhang, X., & Zhou, J. (2014). Empowering Leadership, Uncertainty Avoidance, Trust, and Employee Creativity: Interaction Effects and a Mediating Mechanism. Organizational Behavior and Human Decision Processes, 124(2), pp. 150–164. Available at: https://www.journals.elsevier.com.

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