Why Emotional Transformational Leadership Can Be Risky, and Why Pausing for Objectivity Is Critical for Success

I recently had lunch with a former executive board colleague, and during our conversation, he asked a couple of questions that caught me off guard. He began with, “What was your first role?” When I told him it was a Warehouse Operative in the NHS, his next question was, “Coming from that background, how on earth did you train yourself to remove emotion from your decisions?” These questions led me to reflect deeply on my leadership journey and the lessons I have learnt over the last 25 years.?

I have been fortunate to have a rewarding career, leading complex transformations across industries such as telecoms, aerospace, and software. Over time, one thing has become clear: success demands more than just objective focus or emotional drive. Early in my career, I thrived on the mental challenges of transformational leadership. The stress and pressure, particularly in my younger years, became a kind of fuel, driving me to enable teams, create change, and leave a lasting impact. However, I quickly learnt that running on pure emotion made me a flawed leader.

One of my most powerful career realisations was that operating on emotion alone can be disabling. I discovered that transformational leadership driven purely by passion could turn success into failure faster than anything else. My turning point came when I learnt to balance emotional leadership with objectivity, pausing to reflect and allowing space for diverse perspectives. This eventually led me to embrace conflict and understand that argumentative encounters, rather than being roadblocks, were critical learning exchanges that led to more informed decisions.

In this article, I explore why emotional transformational leadership can be dangerous, why pausing for objectivity is essential, and how embracing conflict is a critical component of long-term success.

1. Embracing Transformational Leadership

At the beginning of my career, I was drawn to transformational leadership because of the opportunities it provided to tackle complex challenges and push the boundaries of what’s possible. One early defining experience was when I took over a call centre-related programme for?Datapoint, which was contracted to supply and install predictive diallers for four?BT?call centres. The programme, one of 20 workstreams in a large refurbishment and new-build initiative, was highly aggressive, with programme meetings feeling more like combat than collaboration.

In the first three months, I realised the entire programme was being run on raw emotion rather than logic. Reflective, strategic thinking, which the programme desperately needed, was absent. While I couldn’t change how the overall programme was run, I learnt how to lead my team differently, protecting them from the issues and enhancing their performance.

Post-Datapoint, I reflected on my unchecked enthusiasm and realised that transformational leadership must be tempered by an ability to embrace conflict and apply continuous learning through calm reflection and strategic thinking. Building emotional connections has always enabled me to rally teams behind a shared vision and foster a sense of urgency and purpose. But over time, I learnt that enthusiasm and passion, while powerful, need to be balanced with moments of reflection to prevent hasty decisions made without fully considering all factors.

2. The Risks of Emotionally Driven Leadership

2.1 Emotional Decision-Making Can Be Short-Sighted: Reflecting on my early career, I often made decisions based on the intensity of the moment, whether driven by excitement over a new opportunity or frustration with a challenge. These emotionally driven decisions sometimes lead to short-sighted outcomes. Thankfully, I quickly realised that while emotions can energise teams, they can also blind me to the bigger picture if not managed carefully.

When I later took on C-suite roles, I applied these lessons, ensuring that while I led with passion, I also demonstrated that everyone deserved my respect and time. This became a key leadership asset, particularly under immense pressure to meet targets. I realised the importance of balancing speed with strategic reflection to avoid burnout and mistakes, not just for myself, but for my team as well.

2.2 The Benefits of Conflict and Diverse Perspectives: For much of my early career, I avoided conflict, mistakenly believing that focusing solely on a shared vision and avoiding dissent would create unity. I thought fostering harmony was the most effective way to lead, but I soon realised that by avoiding conflict, I was suppressing critical voices and risked removing the opportunity for more informed decision-making. An early mentor helped me understand that when managed properly, conflict is not a roadblock but a catalyst for better decisions.

During my time as Group Chief Transformation Officer at Digicel, I restructured 34 global markets while removing $128m of in-year operating costs. It was here that I saw firsthand the importance of creating an environment where conflict wasn’t just accepted, it was actively encouraged. Without critical discussions, the risk of groupthink becomes real, as poor ideas can go unchallenged and blind spots remain. Learning to be comfortable in conflict enabled me to make more objective decisions and navigate the complexities of global transformation.

However, one of the more nuanced challenges is managing conflict in environments where the prevailing culture is conflict-averse. In many cases, conflict is seen as disruptive or contrary to the cultural norm of harmony and agreement. When I dealt with transformation at a global scale, I quickly learned that conflict could sometimes clash with the local or corporate culture. In such instances, you must create a safe space for open dialogue without triggering resistance or discomfort. Encouraging people to voice concerns constructively, rather than framing the conversation as conflict, can stimulate the open engagement needed to surface diverse perspectives.?

For example, rather than framing disagreements as confrontations, I focused on asking probing questions and encouraging people to view challenges through different lenses. This approach helped teams feel more comfortable expressing dissent without feeling that they were "breaking rank" with the cultural norms. This approach of tempering conflict with cultural sensitivity requires patience, but it’s essential for surfacing the best ideas and uncovering hidden risks.?

When I had to present a monthly update to the Board and a monthly Board sub-committee chaired by the Vice Chairman, fostering an open environment was critical to unlocking enterprise-level performance. These discussions, while sometimes challenging, allowed for a candid exchange of ideas and ultimately led to overperformance on every target set by the Board.

In environments where conflict is counter to the established culture, leaders must balance the need for open debate with cultural respect. By fostering a psychologically safe environment that encourages questions and alternative viewpoints, I was able to transform potential friction into fuel for better decisions and more effective transformations.?

2.3 Emotional Burnout: Like many leaders, I have experienced emotional burnout. I made the mistake of trying to carry the emotional weight of the team, which is not only impossible but also unwise.?

The emotional intensity required to motivate teams, particularly in complex global transformations, can lead to exhaustion, impairing both judgement and leadership effectiveness. I learnt to recognise the importance of pacing myself, leading with passion is essential, but so is stepping back to recharge and maintain objectivity.

2.4 Strain on Relationships: In the early part of my career, my emotional investment in projects sometimes strained relationships. In one role, I was responsible for unifying two legacy IT functions post-acquisition. I saw how emotionally charged leadership could create friction, especially under stress. I soon realised that while passion is important, it must be tempered with emotional intelligence to avoid reactivity that can confuse or alienate colleagues.

3. Why Objectivity is Crucial

As my career progressed, I learned to pause and incorporate objectivity into my decision-making. Passion can be a great motivator, but every leader needs to step back, gather data, and invite diverse perspectives to ensure that decisions are sound and sustainable.

3.1 Pausing to Reflect: In my various?Chief Operating Officer?roles, I was often tasked with streamlining operations under immense pressure. The temptation to make decisions based solely on instinct was strong, but by that time, I had already learnt the value of pausing. Whether it was for a few minutes or a few days, the ability to pause gave me the clarity needed to make thoughtful, informed decisions aligned with long-term objectives.

3.2 Emotional Intelligence vs. Emotional Reactivity: One of the most important lessons I have learnt is the difference between emotional intelligence and emotional reactivity. Early in my career, I often reacted emotionally to challenges, allowing frustration or excitement to drive decisions. By the time I took on larger leadership roles, however, I had developed the emotional intelligence to recognise and manage my triggers, ensuring that my emotions informed, but didn’t dictate, my decisions.

3.3 Data-Driven Decision-Making: Pausing also creates the opportunity for data-driven decision-making. Emotional decisions are often gut-driven, but facts and data provide the necessary foundation for effective leadership. When integrating two legacy IT functions following a ￡3 billion merger of two software businesses, I relied heavily on data to guide our strategy and align our actions with the CEO’s vision of transitioning the business to a SaaS model. Grounding decisions in data ensures that leadership remains objective and forward-looking.?

3.4 Embracing Diverse Perspectives: One of the most valuable lessons I have learnt is the importance of seeking diverse perspectives. During the operational restructuring within?Private Equity, I realised how crucial it was to listen to those who challenged my ideas. Encouraging debate and welcoming feedback ensured that we made well-rounded decisions, considering all angles and potential risks.?

4. Balancing Passion with Objectivity

Ultimately, successful leadership requires balancing emotional engagement with objectivity. Passion can inspire teams and drive change, but it must be complemented by thoughtful, data-driven decision-making.

4.1 Managing Emotional Triggers: As the years have passed, I have become more aware of my emotional triggers. Whether driven by passion, frustration, or stress, I now recognise when my emotions are influencing my decisions. Pausing to reflect before acting has become an essential part of improving the way I lead.?

4.2 Resilience and Embracing Conflict: Resilience has been a key trait I have developed over time, especially in managing the emotional demands of leadership. I have also come to understand that conflict is necessary for growth. Leaders who embrace conflict, rather than avoid it, foster an environment where better decisions are made. Conflict doesn’t have to be destructive; it can surface new insights and challenge assumptions that might otherwise go unchecked.

4.3 Cultivating a Culture of Feedback: One of the biggest enablers of my career has been learning to foster a culture where feedback is welcomed, both from within and outside the team. Early in my career, I resisted criticism, preferring to stick to my vision. Now, I understand that constructive feedback is essential for maintaining objectivity. By truly embracing openness to feedback, I ensure decisions are made based on a variety of perspectives, not just emotional instincts.?

5. Conclusion: Leadership for the Long Term

Looking back on my career, I realise that stepping away from the conventional approach has been key to my success. I have learnt that balancing passion with objectivity allows leaders to inspire their teams, achieve meaningful results, and guide organisations toward long-term success. Had I not learnt to balance these forces, I might never have unlocked the level of success I have achieved.

#Leadership #TransformationalLeadership #InclusiveLeadership #ExecutiveLeadership #EmotionalIntelligence #DataDrivenLeadership #EmotionalLeadership #DiversePerspectives #LeadershipChallenges #LeadershipLessons #ExecutiveMentorship