Why Some Leaders Outshine Others

Former English King Henry VIII's doctors were too scared to tell him he was dying. The Treason Act forbade them from speculating about the King's imminent death. The Archbishop had to step up to break the dire news.

Similarly, when Joseph Stalin had gone for his regular check-up in 1951, his doctor told him that his health is deteriorating, and that he should rest more and work less. That doctor was arrested and charged with working as a spy for the British intelligence. Later, when Stalin suffered from a stroke in his office, it is believed that nobody went to check on him as they were too scared to disturb him.?

These stories highlight the dangers of extreme power distances. People fear speaking up - leaders miss out on truthful input and feedback.

Research in organizational psychology shows the most effective leaders create "psychological safety" within their teams. This is a climate where people feel safe taking risks, voicing opinions, airing disagreements, and admitting mistakes without fear of embarrassment or retribution.

Teams with psychological safety harness collective intelligence. They tap into the skills, ideas, and observations of every member. This is far superior to relying solely on the wisdom of the team leader.

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So how can leaders balance necessary authority with openness to feedback? The answer lies in adopting a "growth mindset," as proposed by Stanford psychologist Carol Dweck.

Leaders with a growth mindset see challenges, criticism, and setbacks not as threats to be suppressed, but as opportunities to learn and improve. They understand that leadership is not about having all the answers. It's about fostering an environment where everyone on the team can contribute their best thinking and perform to their fullest potential.

Moreover, by showing vulnerability and admitting their own limitations, leaders paradoxically gain more respect and dedication from team members. Followers see the leader as human too, which builds trust and loyalty. That's why feedback should be seen as a valuable gift to leaders, not a danger.

The most effective and inspiring leaders don't barricade themselves on a throne issuing decrees. They humbly walk alongside their team, ready to listen, empathize, learn, and grow together with them. And it all starts with having the courage to ask for feedback rather than fearing it.