Humour me for a moment. I know that categorising leaders into just three types is a simplified view of reality. The truth is, human behaviour is complex, and leadership is nuanced. However, arguably, most leaders in 2025 could fit into one of these broad categories: The Tyrant, The Contrarian, and The Enlightened.
These leaders all operate in the modern world – the digital and knowledge economies – yet they are still influenced by traditional workplace paradigms established during the industrial revolution. Many of today’s business practices remain rooted in outdated thinking: hierarchical structures, rigid working hours, transactional relationships between employer and employee, and a focus on productivity over wellbeing. While the world outside has evolved rapidly, workplaces are still running on operating systems designed for a different era.
The Tyrant
The Tyrant is the positional leader. They rely solely on their authority to lead and have no interest in change. External ideas are not welcome, and anything that challenges their view of the leader-subordinate relationship is met with disagreement, distrust, and rejection. They use fear, oppression, and bullying to shape employee behaviour. To them, employees are merely resources to be used, and they believe workers should be grateful for their jobs.
In a business led by a Tyrant, culture is often toxic. High turnover, low engagement, and stifled innovation are common. Teams may consist of ‘yes’ people who are submissive, apologetic, and compliant, which creates an echo chamber of outdated thinking. The Tyrant’s priority is maintaining their position, earning money, and retiring with pride in their business and financial achievements – but not necessarily in how they treated people along the way.
The Contrarian
The Contrarian sees the world changing and talks openly about it. They are genuinely interested in adapting to new business opportunities and consider themselves ‘progressive.’ However, they struggle to translate this into the workplace. Despite their forward-thinking mindset, they default to old-school management practices. They run their businesses as they always have been run, with an ’employment thinking’ approach – “I employ you, therefore I own your time, and you do what I say.”
Contrarians may ask HR to implement wellbeing or culture initiatives, but only to maintain the facade of modernity. They don’t truly sponsor these initiatives or believe they add value to the business. They categorise these programs as cost centres rather than potential growth drivers. Despite their external image of being on the cutting edge, internally, their businesses experience misalignment, superficial cultural efforts, and frustration from employees who see the gap between words and actions.
The Enlightened
The Enlightened leader shares the Contrarian’s awareness of societal change but goes further by recognising that leadership, work, and workplaces need to change too. They are on a journey of personal growth and development. They devour books like The End of Leadership as We Know It and The Corporation in the 21st Century and are open to new experiences to help them evolve their leadership style.
These leaders are approachable, relaxed, and comfortable with showing vulnerability. However, they can also seem a little clumsy or awkward as they experiment with new leadership techniques. They are finding their way, and this transition can create a sense of uncertainty. Employees may feel the bumps in the road as The Enlightened leader tries new approaches. The business culture under such a leader is one of experimentation, openness, and learning, but it may also struggle with consistency and clarity during this period of growth.
The Reality Check
The world has changed, and leaders need to adapt too. There are no silver bullets, no three-step solutions, and no shortcuts to this transformation. It is no longer enough to build a business through financial acumen, strategic thinking, and strong networks alone. The future of leadership lies in mastering the understanding of people – what motivates them to deliver and what destroys that motivation.
Becoming a ‘Confident Enlightened Leader’
Imagine a business led by a confident, strategic, and visionary Enlightened Leader. The culture would be one of trust, experimentation, and growth. Employees would feel seen and valued, contributing not just their skills but their creativity and passion. This is the kind of culture that not only attracts talent but keeps it—where business results are not just financial but also measured in the positive impact on people and society.
The journey to becoming this kind of leader is not easy, but it is possible. It starts with a willingness to change, to learn, and to lead from a place of humanity, not just hierarchy. And those who embark on this journey will not only future-proof their businesses but also find a more meaningful and fulfilling path forward as leaders.
To transition to a “Confident Enlightened Leader,” prioritize these key actions:
- Establish a Clear Vision: Define and consistently communicate your strategic direction, providing stability amidst experimentation.
- Enhance Self-Awareness: Develop emotional intelligence to navigate interpersonal dynamics and build trust, replacing awkwardness with assuredness.
- Balance Vulnerability and Decisiveness: Combine openness with firm decision-making, inspiring confidence in your leadership.
- Actively Seek Feedback: Integrate insights from others to accelerate growth and demonstrate a commitment to improvement.
- Build a Strong Team: Surround yourself with capable individuals to delegate, share responsibilities, and gain confidence in your leadership.
Final thought
For those leading established businesses, this transformation can feel like changing the wheels, steering column, and engine of a car while it speeds downhill. It demands a new kind of CEO – not a second CFO, not a second COO, but a genuine leader of humans. These leaders will build teams that excel in the present while they focus on creating and executing a vision for the future.