"Team members look to their leaders not only for direction, but also to set the tone and demonstrate what's possible. If a leader arrives at work depleted, running on empty and pouring more coffee on it, the whole team feels it. When a leader shows up well-resourced, grounded, and engaged, that ripples outward, too. The energy a leader brings directly shapes morale, performance, and the emotional climate of a team and organization. Leadership isn't only about strategy; it's also about managing energy."
"The reality is that many leaders today are feeling overwhelmed and burned out. People are operating from a place of reactivity rather than intention. Exhaustion is being worn like a badge of honour. There's this narrative that leaders ought to push harder, sacrifice their well-being, and stay "always on." Over time, that depletion spills into our conversations, decision-making, and the presence we bring."
Leader presence and energy set tone, shape morale, influence performance, and determine the emotional climate of teams and organizations. Depleted leaders who operate on autopilot or constant reactivity transmit exhaustion to their teams, undermining conversations, decisions, and presence. A cultural narrative valorizes exhaustion, pushing leaders to sacrifice well-being and remain "always on." Many leaders fall into a bridled-leader trap with four modes—servant, controller, victim, and rationalizer—that exhaust leaders and stifle team potential. Servant leaders over-serve, controllers hoard tasks, victims feel powerless, and rationalizers justify the status quo. External drivers can erode focus on what matters.
Read at Psychology Today
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