Beyond the Pedestal: Why Leadership is a Practice, Not a Title

“Leadership isn’t about standing above others—it’s about igniting ideas together.”

From a young age, I was drawn to the tales of those who'd left their mark on the world. Like most, I grew up hearing the names of legends—individuals who seemed almost otherworldly, as if they were made of something different than the rest of us. For a long time, I thought a leader was someone born with a "special spark," a unique quality that set them apart from everyone else. I used to imagine that you either had this "spark" at birth or you were destined to be a follower.

Though some people are indeed born with a certain charisma, my sixteen years in the global marketplace have shown me a different reality: leadership is less about being born into it and more about a constant dedication to self-improvement, discipline, and the practice of critical thinking. It’s about the quiet hours of self-training when no one is watching. It is the ability to look deep into issues and possess the habit of analyzing situations in a way that enables one to lead others with a clear, defined vision, even when the path ahead is blurred.

From Revolutionary Icons to Organizational Architects

In my formative years, my comprehension of leadership was primarily shaped by political and revolutionary contexts—movements dedicated to liberty, racial equity, or societal change. I studied individuals like Muhammad Ali Jinnah and Mahatma Gandhi, who skillfully navigated the complex realities of independence, a feat that appeared nearly unattainable considering the challenges they faced. I also contemplated the moral courage exhibited by Martin Luther King Jr. and the unwavering resolve of Nelson Mandela, alongside the determined resistance of Sir William Wallace.

These individuals are, without question, exemplary leaders. Although I might hold differing views on certain aspects of their approaches or specific choices, their ability to effect historical change is irrefutable. They demonstrated a profound intellectual capacity, enabling them to envision the "long game."

Conversely, my entry into the corporate environment revealed a new dimension of leadership: the Organizational Leader. I began to perceive a world that resembled a boardroom rather than a battlefield. Figures such as Bill Gates, Steve Jobs, Warren Buffett, Jeff Bezos, or Elon Musk became the primary reference points. The modern world is increasingly obsessed with adapting to the work ethics and strategies of these corporate titans. While following their steps or adopting their legendary work ethics is valuable, I have come to believe that leadership isn't limited to achieving a high position or personal goals that lead to popularity. Leadership is a process—unique to every individual yet universal in its requirement for discipline.

The SOAR Framework: A Strategic Lens for Growth

To execute a leadership attitude, you need a map. You cannot simply "wish" yourself into being a better leader. Distinct from conventional paradigms that prioritize external performance indicators or "checking boxes," I found that the SOAR framework (Strengths, Opportunities, Aspirations, and Results) offers a much more human and strategic framework for individual development.

Through the cultivation of Self-Awareness, we can discern our fundamental proficiencies. For me, this was a revelation. I realized I had the capacity to remain composed and improve quality under pressure. While others might freeze, I found that high-pressure settings, in fact, enhance my concentration.

Nevertheless, I was also compelled to confront a challenging reality: a deficiency in particular technical expertise can impede progress if not rectified. You can have all the vision in the world, but if you don't have the technical proficiencies required for your field, you will eventually hit a ceiling. Leadership that's all bluster and no substance is a pretty empty vessel.

The Shift to Transformational and Servant Leadership

In my sixteen years, I’ve seen many "Democratic" leaders. They are great at taking polls, but they often struggle to move the needle when a crisis hits. This leadership style transcends mere team management; it emphasizes the cultivation of ongoing change and innovation to realize both individual and organizational objectives. This is what we call Transformational Leadership.

Nevertheless, the core of my leadership philosophy, arguably its most fundamentally "human" characteristic, is the adoption of Servant Leadership. This approach stands in stark contrast to the dominant "strongman" model. The strongman model eventually breaks under its own weight, but service builds something that lasts.

It involves fostering greater interaction with colleagues and subordinates, thereby enabling them to reach their full potential by leveraging their distinct capabilities. A leader's authority, when built on respect and service, carries more weight than simple power. When you prioritize your team's needs, they become invested in the shared vision. When you serve your team, they don't just work for you; they believe in the vision with you.

My Personal Execution Plan: The SMART Approach

To ensure these principles are not merely aspirational or "nice words" on a blog, I propose a SMART (Specific, Measurable, Achievable, Realistic, and Time-bound) self-development plan. My specific objectives are:

• Bridging the Knowledge Gap: I am dedicated to acquiring the technical skills necessary for my next career advancement. I am currently deep-diving into the latest organizational codes and workplace communication tools.

• Operational Excellence: Transitioning from a supportive role to a managerial position within a three-year period. This means getting comfortable with the less glamorous, yet critical, aspects of the role—quality control, policy enforcement, and productivity tracking—while always keeping the overall goals in sight.

• Active Mentorship: I plan to establish a structured coaching program for newcomers. Whether it's an intern or a fresh hire, I want to equip the next generation with the skills they need to thrive. Leadership, at its core, is about paving the way for those who follow.

Final Reflections

Leadership is a journey of self-discipline. It is the ability to see a vision when others see a wall. It isn't about the seat at the head of the table; it’s about the work you did to deserve being in the room.

As we navigate our careers—whether we are trying to change a local community or influence the global market—let us remember that the most influential leaders aren't just the ones who changed the world "out there." They are the ones who had the discipline to look inward and change themselves first.