Build your leadership authority
Last week, I spent another week at INSEAD. This time, the focus was on group dynamics in organisations, power and politics, leading change, and navigating communication across cultures and divides.
My top takeaways from this week:
Most of us feel very uncomfortable in situations when the ‘task’ is unclear, when the outcomes of the work are ‘unknown’ and need to be set during the process; however, in today's world, more often than not, this is how senior leaders need to operate.
There rarely is a ‘perfect’ team or group from the start; high-performance is built over time through raising the self-awareness of each individual and the collective awareness of ourselves as a team or group. It is hard and often very uncomfortable work that needs to get done.
Going slow often means going faster, especially when changing minds, behaviors, and opinions. While 1:1 meetings might feel like a ‘waste of time’ sometimes, this is what humans still value the most -personal and undivided attention.
On a personal note, March is time for celebration for me.
6 years ago in March, I gave birth to my twin daughters.
4 years ago I started my professional re-invention journey.
2 years ago, I left behind my corporate life and, for the first time, permitted myself to take a break while pursuing my executive MBA.
A year ago, I re-entered the world of leadership development - the space where I began my career 20 years ago in HR and people development.
I’ve come full circle, back to where I feel most aligned, fulfilled, and able to make the most significant impact.
Sometimes in the journey of our personal and professional growth, we might feel we are not moving forward, however, when we look back it is when we can see how far we have come. Never underestimate what you can achieve when you set your mind on it and chart your path.
“It always seems impossible until it’s done.” – Nelson Mandela
Earlier this week, I had a conversation with a leader at cross-roads. Someone incredibly accomplished but struggling to be recognized for his work. He was doing everything right - delivering results, increasing his knowledge, and building his social capital (aka network).
Yet, something wasn’t clicking.
Despite his hard work and expertise, he wasn't seen as the leader others naturally followed. Decisions were made without him, and his voice didn’t carry weight in high-stakes conversations. Most importantly, his career was not going the direction he hoped for.
He was frustrated and somewhat de-motivated.
So, what is the challenge here?
The challenge is our current reality.
The way we earn influence as leaders has changed.
The workplace is evolving:
Positional authority is declining. Titles alone no longer command respect. Credibility must be earned.
Power is shifting. Influence belongs to those who build trust, not just those who control teams or achieve outstanding results.
The workforce is changing. Younger generations reject outdated leadership models, demanding authenticity, connection, and autonomy.
💡 Leadership was once about command and control. Then it became about vision and inspiration. But - what if the future of leadership isn’t only about leading others? What if it is about co-creating impact?
This requires a new set of skills and competencies (and mindset).
The leaders who thrive in this new era
Own their influence, not just their title.
Build a radical connection.
Step into bold action.
Let's break it down:
#1 - Own their influence, not just their title.
Leadership is no longer given; it’s created.
How can you own your influence?
By knowing who you are, what you stand for, and what contribution you want to make in this world. I also recently published an article on this topic at INSEAD's blog.
#2 - Build a radical connection.
Trust is the real currency of influence. The pre-requisite is high levels of emotional and social intelligence.
How do you develop it?
Through a continuous process of self-reflection, self-observation, journaling, and ideally, someone to guide you through this process - may it be a mentor, coach, or a therapist. Connection is not about learning techniques in a book; it is about learning yourself first and then having a curiosity about others around you.
#3 - Step into bold action.
Navigate uncertainty with clarity, confidence, and conviction.
How can we achieve that?
Clarity comes from all of the above; confidence is built through action and small experiments in which we succeed, which in turn puts us in a continuous loop of being able to take bigger and bolder steps over time.
And - I suggest not doing all this alone. Strong leaders create alliances, partnerships, and collaborations. They build networks for mutual benefit while reaching wider audiences and creating impact beyond their office and company walls.
The question isn’t whether leadership is changing. It’s whether you’re stepping into the new reality or are being left behind.
The Leadership Authority Framework
The old model of “power through position” is no longer enough. Today’s leaders must develop three dimensions of authority to earn influence, inspire action, co-create impact, and lead change.
1. Intrinsic Authority → The internal foundation (Self-Trust & Clarity)
↳ Authority that comes from within, not from external validation.
↳ Rooted in self-trust, self - knowledge, self - mastery, alignment, and conviction in one’s vision.
Leaders with intrinsic authority exude unshakable confidence because they are clear on who they are and what they stand for. Free from the need to persuade or prove their worth, they connect effortlessly. Openness replaces competition. True connection then fuels influence and impact. When we lead from a place of deep self-trust and alignment, we naturally inspire and attract others - not by force, but by presence.
2. Embodied Authority → How others experience you (Presence & Influence)
↳ Leadership presence is felt before it’s heard.
↳ Your body language, tone, and energy communicate your authority before words do.
↳ True leaders don’t demand attention - they command presence naturally.
Most importantly, it is not faked; it is real and authentic. It feels grounded and empowering at the same time. It feels inspiring and approachable simultaneously. It is the kind of presence that radiates trust, confidence, and hope. According to the latest research by Gallup, hope is what people are looking to receive the most from leaders today .
💡 Hope stands out as the dominant need, accounting for 56% of all attributes tied to positive leaders, far outnumbering mentions of the next key need, trust (33%). Compassion (7%) and stability (4%) combined account for about one in nine positive leadership traits mentioned. Link to research.
3. Earned Authority → The External Proof (Credibility & Track Record)
↳ Built through consistent action and results over time.
Leaders with earned authority don’t need to prove themselves, their work does it for them.
They have a solid track record demonstrating the substance below the surface, their ability to deliver and walk their talk. They also have academic and professional credentials to back up their authority.
💡 Titles can be given, but real leadership authority must be earned.
When a leader develops all three, their leadership authority is undeniable.
Now, are these as relevant in every stage of our careers? And - do leaders need the same level and form of support in each stage of building our authority? Yes and No.
At each stage of our career, some things matter more than others.
Early-Career Leaders.
At this stage, cultivating intrinsic authority is key - building confidence, self-leadership, and strong personal values. Leaders often struggle with imposter syndrome, self-doubt, and the need to prove themselves. The focus should be on clarity, self-trust, and foundational leadership presence. Revisiting them is essential if these weren’t addressed earlier through mentorship, coaching, or great leadership. Only when we fully own our success and worth can we move forward and embody it.
Mid-Career Leaders transitioning into bigger roles.
At this stage, leaders must strengthen their embodied authority to enhance visibility and executive influence. This involves effective communication, presence (gravitas), and the ability to navigate relationships with confidence. Leaders may face new power dynamics, organizational politics, resistance to change, and the challenge of building credibility at the next level. Development efforts should focus on executive presence, political acumen, and relational influence, along with sharpening strategic thinking and decision-making skills.
Senior Executives & C-Suite Leaders.
At this stage, influence is built on earned authority - proven track record, strategic execution, cultural impact, and the ability to translate industry trends into business opportunities. Leaders navigate high-stakes decisions, uncertainty, and maintaining credibility in volatile environments. The challenge is sustaining influence and adaptability. At this level, leaders collaborate with advisors and consultants on legacy, succession planning, and shaping a broader organizational vision.
In my following insight, I will break down 3 levels of influence and how to expand each of them.