Leadership is often seen as the ultimate achievement in both personal and professional life. Society tends to celebrate leaders — from politics to business to social movements — viewing them as inspirational figures and icons of success. But is it really necessary for everyone to aim for a leadership role? Or are there equally important positions, often flying under the radar, that make a huge difference in our communities without requiring us to lead?
This question becomes particularly relevant in a world that frequently associates leadership with influence, ambition, and progress. However, leadership is neither a universal aspiration nor a one-size-fits-all pursuit. Not everyone is suited for, or even desires, the responsibilities that accompany leadership. Some individuals flourish in supportive or specialised roles that are equally essential to the functioning of a successful society. This article explores whether leadership should be a universal aspiration and examines the often underestimated value of those who do not conform to conventional leadership roles.
Individuals are encouraged to take on leadership roles in schools, workplaces, or community settings from a young age. Leadership qualities like decisiveness, confidence, and strategic vision are frequently linked to personal and professional success. However, not everyone feels inclined or comfortable in leadership positions.
Howard Gardner’s theory of multiple intelligences suggests that intelligence manifests in various forms: linguistic, logical-mathematical, musical, spatial, bodily-kinesthetic, interpersonal, intrapersonal, and naturalistic. Why should leadership be if intelligence cannot be reduced to a single type? The belief that everyone should aspire to lead implies that leadership represents the highest form of contribution. In reality, individuals possess different strengths, and leadership is merely one of many ways to make an impact.
Leadership is often romanticised, yet history shows that no single leadership style guarantees success. Authoritarian leaders may thrive in crisis situations but struggle in collaborative environments, whereas democratic leaders may foster strong teams but encounter challenges in fast-paced, high-pressure circumstances. Leadership effectiveness is context-dependent, suggesting that various situations necessitate different approaches.
For example, surgeons can be the most skilled in their field — someone entrusted with saving lives. However, does this expertise automatically make them leaders? Their leadership could exist within a specialised domain but might not extend to managing teams or driving institutional change. This distinction is crucial for understanding that expertise and leadership do not always overlap.
Beyond traditional leadership roles, society is built and maintained by individuals who may not lead in a conventional manner but whose contributions are invaluable. Consider a ticket clerk at a railway station who ensures the smooth transport operation for thousands of people each day or a dedicated teacher who shapes young minds not through power or authority but through knowledge and mentorship. These roles keep the world functioning, often without the visibility or recognition typically associated with leadership.
In Japan, the philosophy of ikigai — a reason for being — suggests that fulfillment arises from engaging in activities one loves, excels at, is needed by the world, and can be rewarded for. Many discover ikigai through leadership, craftsmanship, service, or artistry. Their contributions are equally significant, even if they do not fit the traditional leadership mould.
Aspirations to lead also entail profound responsibilities and burdens. Leaders often face high expectations, constant scrutiny, and decisions that affect numerous lives. Leadership requires resilience, adaptability, and a willingness to bear the weight of collective outcomes. Not everyone is suited for or inclined towards such a level of accountability.
Studies in organisational psychology indicate that leadership burnout is a genuine concern. The stress of making decisions in uncertain situations, managing diverse teams, and navigating crises can adversely affect mental and physical well-being. Many professionals find greater satisfaction in roles that enable them to contribute meaningfully without the pressures of leadership.
For individuals not seeking traditional leadership roles, there are alternative methods of leading. Thought leadership, mentorship, and subject-matter expertise serve as valuable forms of influence that do not necessarily depend on hierarchical authority. A scientist pushing the boundaries of knowledge, an artist inspiring social change, or a mentor guiding younger professionals all exemplify leadership in diverse yet equally impactful ways.
Robert Greenleaf introduced the concept of servant leadership, which challenges traditional notions of leadership. Rather than seeking power or prestige, servant leaders prioritise the well-being and development of others. This perspective aligns with the belief that leadership is not about position but about contribution and that one can lead from any level.
Should You Aspire to Lead?
The decision to lead should be based on self-awareness rather than societal pressure. Some questions to consider when evaluating leadership aspirations include:
Do I feel energised or drained by the idea of leadership responsibilities?
Am I more effective as a visionary or as a specialist?
Do I find fulfillment in guiding others or prefer deep individual expertise?
Am I willing to bear the emotional and ethical weight of leadership decisions?
Will I be able to step away when my leadership skills are no longer relevant?
There are no right or wrong answers. For some, leadership is a calling, offering an opportunity to drive change and inspire others. For others, fulfilment lies in mastery, service, or creative contribution. Recognising and embracing one’s unique path — whether as a leader or as a valuable contributor — is the key to true success.
A thriving society demands both leaders and individuals who support and uphold its functions. While leadership is frequently celebrated, the world equally relies on those who develop, refine, and implement ideas. Instead of urging everyone to strive for leadership, we should expand our understanding of worth and success.
In the end, it’s not just about aspiring to be a leader; it’s about finding out if leadership truly resonates with your purpose and strengths and what brings you joy. Our world thrives when we have visionaries, doers, and supporters, all contributing their unique gifts to create a brighter future together.
Share this post