Imagine a leader who walks into a room and subconsciously thinks that everything is about them. How am I perceived? How do I compare to others? Am I in control? Will this affect my position? It is not always immediately noticeable, but it is felt. Decisions become cautious, conversations become strategic and the creativity in the room slowly but surely declines.
The paradox is that this type of self-focus is often driven by a desire to be a good leader. To be in control, to perform, to succeed. But the result is often the opposite. When the leader maximizes their own needs, the opportunities of others are minimized.
This is where another perspective becomes crucial. That leadership is fundamentally about maximizing the opportunities of others.
Five human driving forces that shape everything
Research in behavioral science, including through what is often called the SCARF model, points to five central areas that affect how we function in social contexts. These are social status, certainty, autonomy, relatedness and fairness. These are not just nice to have. They are fundamental to how we think, feel and act.
When a leader acts out of fear or self-focus, they are often trying to protect their own position in these areas. It can be subtle, but the effect is clear.
Social status, when the leader tries to be the most important person in the room
Social status is about how we perceive our position in relation to others. A leader who focuses on their own status may start to take up more space than necessary, highlight their competence or avoid giving others recognition.
This creates a strange effect. Those who already have high status see through the attempt and lose respect. Those who have lower status feel depressed. The result is a room where few dare to contribute fully.
Compare this to a leader who actively raises the status of others. Who highlights ideas, gives recognition and creates space for others to shine. Suddenly something happens. The leader does not have to say that they are important. It is noticeable anyway. Status arises as a side effect of generosity.
Certainty, the need to know what will happen
Certainty is about our ability to predict and understand what will happen. A leader who focuses on their own security may start to control information, avoid uncertainty and create an illusion of stability.
The problem is that this often leads to ambiguity for others. When information is filtered or withheld, uncertainty increases in the organization.
A leader who instead focuses on creating certainty for others works with clarity. They communicate direction, are transparent with uncertainty and create understanding of what is happening and why. This does not mean that everything is clear, but that it is understandable. It creates calm and releases energy.
Autonomy, control and the opportunity to influence
Autonomy is about the feeling of having control over their work and decisions. A leader who is afraid of losing control may start to detail, make all the decisions themselves and limit the scope for others to act.
This stifles creativity. When people do not feel that they can influence, they stop trying.
A leader who instead gives autonomy creates completely different conditions. By delegating responsibility, giving mandates and showing trust, people are given space to think for themselves. This leads not only to better solutions, but also to stronger commitment.
Relatedness, the feeling of belonging
Relatedness is about relationships and trust. A leader who focuses on himself can unconsciously create distance. Decisions are made without dialogue, relationships become instrumental and people feel replaceable.
This directly affects creativity. Creativity requires security and trust.
A leader who actively builds belonging invests in relationships. He listens, includes and creates a feeling that we are doing this together. It is in this environment that ideas dare to take shape.
Fairness, the experience of balance
Fairness is about how we perceive that we are treated in relation to others. A leader who protects his own position can unconsciously create injustices, for example by favoring some, withholding information or making decisions that benefit his own role.
This quickly undermines trust.
A leader who focuses on fairness creates transparency and consistency. Decisions are understandable even when they are not popular. This creates stability and trust in the system.
When the focus shifts from me to we
The interesting thing is that when the leader stops maximizing himself and instead maximizes the experience of others in these areas, the opposite effect occurs. The leader becomes stronger, more respected and more influential.
It is like trying to hold water in your hand. The tighter you hold, the more flows out. The more you let go, the more remains.
The connection to innovation and creativity
In innovation environments, this becomes particularly clear. Creativity requires people to dare to think new things, express ideas and take risks. If any of the five areas is threatened, this willingness decreases.
If status is paired with uncertainty, people do not dare to stand out. If there is a lack of integrity, you become cautious. If autonomy is limited, you stop thinking for yourself. If there is a lack of cohesion, you do not dare to share ideas. If fairness is lacking, you lose commitment.
A leader who understands this can create an environment where creativity arises naturally. Not by demanding ideas, but by creating the conditions for them.
System leadership, influencing beyond one’s own role
In system innovation, this becomes even more complex. Here, you do not only work with a team, but with several organizations, cultures and interests. Leadership is then even more about creating the conditions for others.
This means building trust between actors, creating clarity in complex contexts and daring to let go of control. It is about seeing relationships as just as important as structures.
A system leader who tries to control everything will quickly fail. One who instead enables others to act can create real change.
Trust, clarity and the ability to let go
Three concepts become central in this context. Trust is about daring to trust that others can and want to contribute. Clarity is about creating a shared understanding of direction and context. The ability to let go is about not having to control every detail.
These three are interconnected. Without clarity, trust is difficult. Without trust, it is difficult to let go. Without letting go, both creativity and engagement are stifled.
When the leader becomes the protagonist of his own story
Leadership is not about being the one who drives everything forward, but about creating a context where others can do so.
It is a shift from being the center to being the catalyst.
And perhaps that is precisely where the real strength lies. Not in shining the brightest yourself, but in making others shine.
