As I reflect on what leadership means to me and by observing the leaders around me, I see a spectrum of leadership styles at play. From transformational to relational, adaptive, transactional, authentic, and inclusive leadership, each approach shapes how individuals lead and inspire others.
These observations prompted me to examine the leadership styles I encounter daily, even in my interactions. In doing so, I’ve come to appreciate that genuinely impactful leadership often transcends a single framework or style. Instead, it integrates the strengths of multiple approaches.
Indra Nooyi exemplifies what I call 360-degree leadership. She embodies a multidimensional approach that combines strategic vision, emotional intelligence, inclusivity, adaptability, and a deep commitment to acknowledging humans’ diverse nature. Her leadership doesn’t just inspire; it transforms organisations, shaping how we design policies and systems to serve the collective good of diverse communities.
Lessons on Organisational Leadership
The human-centred perspective
Leadership that integrates strategy, empathy, and practical execution creates a powerful and lasting impact. A holistic approach to leadership recognises employees as complete individuals, mothers, fathers, siblings, and active members of their communities. Reducing people to their job roles and expecting them to “park their personal lives at the door” is unrealistic and counterproductive. A workplace thrives when employees feel valued for their whole selves.
To foster such an environment, leaders must embrace practices that acknowledge the humanity of their teams. For example, she took the time to write to the parents of her direct reports, thanking them for their role in shaping incredible contributors to the organisation. Not only does this touch their hearts, but it also builds profound loyalty. It conveys that the company values its employees far beyond their professional output. This kind of engagement unlocks more profound commitment and inspires trust in ways that traditional approaches cannot. It is a practice rooted in emotional intelligence, an essential component of modern-day leadership. Recognising employees as people with lives beyond the workplace strengthens culture and boosts morale, driving long-term success for organisations.
Such practices might seem unconventional, but they represent the evolution of leadership. This empathetic approach, often pioneered by women, is a glimpse into the future of how businesses can operate more effectively. Leaders can reshape organisational cultures by blending leading with the head, heart, and hands, ensuring that workplaces are productive and profoundly human. This isn’t just a trend; it’s a necessary shift in how we think about leadership in a world where connection and authenticity matter more than ever.
Rethinking organisational strategy and purpose
Organisations must rethink their approach to performance and long-term success. Delivering results remains critical, but it’s no longer enough to focus solely on profitability. The future demands a broader perspective that balances performance with responsibility to people and the planet.
The priority is transforming products to serve consumers better. Businesses must innovate to offer healthier options that align with evolving expectations, nourishing customers in ways that promote well-being. In addition, companies must address their environmental impact, reducing their footprint and replenishing natural resources wherever possible. This dual focus on nourishing and replenishing captures the essence of responsible business practices.
Equally important is the treatment of people within the organisation. Employees should never be seen as tools of the trade; this corroborates the first lesson: they are not just workers but multifaceted individuals, and creating a culture that values them as entire individuals fosters loyalty, engagement, and a sense of shared purpose.
This integrated approach balances performance, sustainability, and humanity and represents the future of business. It challenges organisations to move beyond short-term gains and embrace strategies that deliver long-term value for all stakeholders.
Talent development is a very unselfish job
Leadership is not about holding onto power but empowering others to reach their fullest potential, even if it means grooming someone who might eventually take your place. Developing talent is one of the most selfless acts a leader can commit to. It requires confidence, vision, and a deep sense of purpose, recognising that the success of an organisation depends not just on what you achieve personally but on the strength of the people you nurture along the way.
True leadership is measured by the legacy you leave behind, not just in achievements but in the calibre of the people who step into leadership after you. Failing to prioritise talent development is a failure in leadership. A leader’s role is to create a culture where potential is recognised, cultivated, and celebrated. Developing others demands courage because it requires setting aside personal insecurities and embracing the idea that collective success matters more than individual recognition. This distinction separates a true leader from someone merely occupying a position of authority. When you commit to building others, you’re not just investing in your organisation’s future but in the future of leadership itself.
The future of the inclusive workplace
We cannot envision the future of work without prioritising the realities of family life. The challenges of having children, caring for ageing parents, or navigating personal crises affect everyone, yet these issues are often treated as afterthoughts in workplace planning. Talent cannot thrive in isolation from life’s demands. Organisations must recognise that supporting families and caregivers isn’t a “nice-to-have” but a critical component of sustaining a healthy and productive workforce.
The conversation around work must shift to place families and caregivers at the centre. This means rethinking workplace structures and focusing on policies like paid leave, accessible childcare, and flexible work arrangements. These aren’t fringe benefits. They are fundamental necessities that enable people to bring their best selves to work. Starting this conversation early in an individual’s career ensures that as they rise through the ranks, family considerations are not dismissed as distractions but embraced as integral to workplace success.
To truly build a future-ready workforce, businesses must create environments that acknowledge and accommodate the interconnectedness of work and family life. By doing so, they support individuals, strengthen entire communities, and drive long-term organisational success.
The challenges of pay parity
Addressing pay parity is not just a matter of fairness; it’s a matter of integrity. Leadership demands the courage to confront uncomfortable truths and act, even when challenging established norms. When faced with pay disparity, the proper response isn’t to justify it or downplay the difference; it’s to fix it decisively.
One of the fundamental issues with pay inequity is the normalisation of small disparities. Excuses like “it’s only a slight gap” or “they’re unlikely to complain” perpetuate the cycle. True leadership requires recognising these gaps as systemic flaws that need immediate attention. It’s about correcting the imbalance and ensuring women are valued equally for their contributions.
Interestingly, many HR decision-makers, often women, overlook these disparities out of fear or complacency. This highlights the need for leaders to push for systemic accountability and empower women to demand fairness for themselves and others. Fixing pay inequity isn’t just about doing what’s right; it’s about demonstrating character. Leaders who ignore these issues enable an inequitable system to persist. Leading authentically means recognising these inequities and committing to solutions, ensuring everyone is paid fairly for their work.
The nuances of a modern-day professional woman
Working women face systemic challenges that often feel like obstacles designed to make their lives harder. From juggling professional demands to managing family responsibilities, women are usually left to navigate a world that offers little support. The structures and policies frequently fail to address their needs, forcing women to create solutions to survive and succeed.
This struggle isn’t about individual shortcomings but societal systems that have yet to catch up with the realities of modern life. Instead of empowering women, these systems often leave them to figure out how to balance competing priorities without the necessary tools or support. As a result, working women must rely on creativity, resilience, and determination to carve out their path.
The lesson is clear: Society must shift from placing the burden solely on women to developing systems and policies that actively support them. From flexible work arrangements to affordable childcare and equitable workplace policies, the focus must shift toward creating environments where women survive and thrive.
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