What is the Leadership Shadow you Cast?

I was excited to be working with this particular group of leaders. There were nearly 40 of them in the room – all from one of Malaysia’s largest employers.

As they settled in for their two-day program, there was a real buzz in the room. But I have to admit that buzz disappeared pretty quickly as I shared one of my opening slides which simply asked, “Why would anyone want to be led by you?”

I looked around the room, but they all avoided making eye contact with me. It was as if they suddenly saw something crawling on their shoes at the same time! Nobody wanted to answer this question … at least not publicly. So, I let them reflect quietly for a few minutes.

Then I shared another slide: “What influence do you have on those around you?”

More squirming.

One of the delegates put her hand up and said, “You did promise to push us outside of our comfort zones. I just wasn’t expecting it to happen so quickly!”

A few others laughed but as it subsided, I let the awkward silence linger just long enough. I then asked them to reflect on how they feel they personally influence their team members.

It was then time to break the cohort up into smaller groups for their first activity in which I wanted them to describe their leadership shadow. As they moved into their breakout groups, I shared the following slide which I kept up for the duration of the exercise.

I reinforced to the group that as leaders they will often find themselves balancing numerous responsibilities, from achieving organisational goals to managing team dynamics. Amidst these tasks, there’s a critical aspect of their role that demands their attention: the leadership shadow they cast. I then explained that together we would explore why it’s so crucial for them to be aware of the impact they have on the team around them.

Before leaving them to conduct their own deep dives into the impact they have on others, I reiterated that a leadership shadow refers to the far-reaching and often subtle influence that a leader’s behaviour, actions, and attitudes can have.

Like a shadow that follows you wherever you go, a leader’s influence permeates through every layer of the organisation, shaping its environment and impacting its members in various ways.

I was very impressed with the conversations I heard as I moved around the room from table to table, and I wanted to share some of the comments in this post as there are some wonderful learnings here for leaders at every level.

Behavioural influence:

As a leader, your behaviour sets the standard for acceptable conduct and work ethic. Team members often role-model based on their leader’s behaviour, either consciously or unconsciously. The way you make decisions, handle stress, and resolve conflicts will often become a template for others to follow.

Cultural impact:

Your values and priorities often become the organisation’s values and norms. For example, if you emphasise transparency, this trait is likely to be valued throughout the organisation. Your attitude towards work-life balance, professional development, and recognition can also shape the overall work environment. [As an aside, on the second day of the workshop, we spent over an hour unpacking the concept of personal and organisational values].

Emotional resonance:

In your role as a leader, you have a significant impact on team morale and motivation. A positive, supportive leader can uplift and inspire, while a negative, critical leader can create a demoralising atmosphere. The degree of psychological safety felt by team members is also heavily influenced by their leader. Trustworthy leaders foster open communication and risk-taking, while untrustworthy ones can single handedly stifle innovation and collaboration. [I later facilitated another activity focusing on trust and trustworthiness which also resonated well with the group].

Strategic direction:

Your vision for the future and the goals you set provide direction and purpose. Clear and compelling visions can unite and drive teams towards common objectives. Your openness to change and innovation can also influence the organisation’s adaptability and responsiveness to external pressures.

Why should leaders be conscious of their shadow?

As we debriefed the leadership shadow activity, I wanted to ensure that the group appreciated how their behaviour and attitudes set the standard for what is deemed acceptable and valued within their organisation. Consistent, ethical behaviour builds trust and clarity within the team, fostering a positive work environment. Conversely, inconsistent or unethical behaviour can quickly erode trust and create a toxic culture.

Positive leadership behaviours such as recognition, support, and encouragement, can significantly boost team morale and motivation. Employees who feel valued are more likely to be engaged and productive, while leaders who frequently display stress and frustration may inadvertently create an anxious and high-pressure environment.

Clear, consistent leadership can drive high performance and productivity by providing a clear vision and attainable goals. Your behaviour sets the bar for performance expectations, and a culture of accountability and integrity promotes higher levels of performance throughout the organisation.

Additionally, fostering an environment where employees feel safe to express ideas and take risks encourages innovation and creativity.

Leaders who are conscious of their shadow work to create an inclusive environment where all team members feel valued and respected. This unity can lead to stronger collaboration and a more cohesive team. Moreover, a leader’s approach to conflict resolution sets the tone for the entire organisation, promoting a culture where issues are addressed promptly and effectively.

The shadow you cast can have long-lasting effects on the organisation’s reputation and success.

Positive leadership can build a legacy of excellence and ethical behaviour that endures well beyond your tenure in the organisation. Companies led by conscious, authentic, and positive leaders are more likely to attract top talent, as prospective employees are drawn to environments with strong, positive leadership.

If you are interested in the concept of your leadership shadow, take time out to reflect on your behaviour and its impact on others. You might even want to start off by asking yourself the question, ‘why would anyone want to be led by you?’. Seek feedback from peers, team members, your own leader, and other mentors who will provide valuable insights into how your behaviour is perceived and the effect it has on others, allowing you to gain perspective and develop strategies to cast a positive shadow.

Understanding your leadership shadow is crucial for fostering a positive and productive culture. By recognising the profound influence you have, you can intentionally shape a productive, positive, inclusive, and dynamic workplace that benefits both individuals and the organisation as a whole.