In today’s fast-paced, interconnected, and ruthlessly competitive business world, individuals in leadership positions must demand a lot from themselves and others. Paradoxically, to succeed as leaders, they must also establish very good relationships with others. In conditions of stress and challenges, traits that leaders relied on to reach the top and achieve outstanding results can transform into harmful behaviors leading to business and personal catastrophes. The book “The Leadership Shadow” by Erik de Haan and Anthony Kasozi draws on real managerial experiences to explain what truly happens when their motivators slip out of control, revealing the dark side of leadership. In this article, we will analyze the four main types of “leadership shadow” described by the authors, their theoretical foundations, practical implications, and ways to recognize and avoid these traps.
Theoretical Foundations of the Leadership Shadow Concept
The concept of the leadership shadow is based on the fundamental assumption that leadership is relational in nature. Erik de Haan and Anthony Kasozi define leadership as a relationship that begins with separation. Taking on a leadership position is an honor and a distinction, elevating an individual to a position of responsibility towards others and placing them in a key role for the team or organization. At the same time, this honor and distinction always opens up a certain gap between the leader and the team, between the “creator of meanings” and the recipients of those meanings, or—as the authors put it—between the “ruler” and the “ordinary people.”
This gap constitutes the essence of what we call the leadership shadow. De Haan explains that leadership by nature creates a division between gesture and response, between leadership and the ability to execute. One can also examine the internal manifestation of this divide as a contrast between the sunny, active, constructive side, which has the ambition to contribute, create, and demonstrate, and the doubtful, pessimistic, needy, sensitive, cautious, and anxious side, which seeks connection with oneself and others.
According to the authors, for leaders, it is very tempting to identify with their more “sunny” side, the “leadership” side of their interventions, especially in public. In most cases, there is a tendency to ignore the leadership shadow for as early and as long as possible. This can last for a long time, while the leader continues to “develop” their leadership presence and “mature” in the leadership role.
In “The Leadership Shadow,” de Haan and Kasozi identified 11 personality patterns or “strands” that emerge at different times and in various shades of intensity, ranging from mildly neurotic to completely disordered. These patterns help leaders and coaches identify when traits are constructive and productive, and when they become problematic and counterproductive. The personality patterns identified by the authors are based on the experience that each of us has a personal leadership profile, with our own, highly personal derailment behavior.
Four Main Types of Leadership Shadows
Among the 11 patterns described by de Haan and Kasozi, four stand out as the main types of leadership shadow that most often lead to derailment and excessive behavior:
1. Charming Manipulators
Characteristics: Charming manipulators are leaders whose actions may brush against rules and shape them according to their own design. In this leadership pattern, strict responsibility may fall outside the boundaries, as their own responsibility may be pushed into the “shadow.”
Antisocial pattern: The leader believes that rules are meant to be broken, and it is difficult for them to be accountable for their actions. Charming manipulators may be effective at achieving short-term results but often at the cost of long-term trust and organizational integrity.
Business examples: This type of leader can be observed in corporate scandals, where leaders manipulate rules for personal gain. An example might be the Enron scandal, where management manipulated financial statements to hide losses and artificially inflate stock value.
Recognition and management: Leaders should be aware of their tendencies to manipulate and actively seek accountability. Organizations can implement strong control and balance systems, promote an ethical culture, and provide regular feedback to prevent these tendencies.
De Haan emphasizes that leaders with this pattern often initially succeed because of their ability to “get things done,” but over time their tendency to bypass rules can lead to serious ethical and legal consequences. “Charming manipulators may appear effective in the short run, but their leadership style often leads to the long-term erosion of trust and organizational engagement.”
2. Playful Encouragers
Characteristics: Playful encouragers are leaders whose influence is felt mainly indirectly. In this leadership pattern, full responsibility for taking action may be difficult because responsibility may be pushed into the “shadow.”
Passive-aggressive pattern: What the leader says is not what they truly believe, and it is difficult for them to take responsibility for their opinions and actions. Playful encouragers may appear positive and supportive on the surface, but their inability to express true opinions can lead to ineffective communication and decision-making.
Business examples: This type can be observed in organizations where leaders publicly support initiatives but privately undermine them or fail to provide necessary resources. This can lead to frustration within the team and lack of progress on projects.
Recognition and management: Leaders should strive for authenticity and consistency between public statements and private beliefs. Creating safe spaces for constructively expressing differing opinions and practicing open communication can be helpful.
As de Haan and Kasozi note, “Playful encouragers may seem like they support team initiatives, but their passive-aggressive style may undermine commitment and lead to a lack of clarity on strategic direction.”
3. Glowing Gatsbys
Characteristics: Glowing Gatsbys are leaders who lead from the front and bask in their successes. In this leadership pattern, it may be easier to criticize others, but harder to look at oneself in the same way, as the leader’s humility may have been pushed into the “shadow.”
Narcissistic pattern: The leader believes they are right, while everyone else is wrong and does not measure up to their positions. Glowing Gatsbys often attract attention and admiration through their charismatic presence but may have difficulty accepting criticism or acknowledging the contributions of others.
Business examples: This type can be seen in leaders who take all the credit for organizational successes but blame others for failures. They may also have difficulty delegating and micromanaging because they do not trust others to perform tasks as well as they do.
Recognition and management: Leaders should actively seek feedback and develop self-awareness. Regular 360-degree evaluations and executive coaching can help balance self-confidence with humility. Organizations should promote a culture that recognizes team contributions, not just individual achievements.
De Haan emphasizes, “Narcissistic leaders can inspire and mobilize organizations with their vision and self-confidence, but when these traits cross the line, they can stifle innovation and employee engagement. The key is balancing self-confidence with openness to others’ perspectives.”
4. Detached Diplomats
Characteristics: Detached diplomats are leaders whose actions remain largely in their own world, disconnected from the people around them. In this leadership pattern, it can be difficult to focus on problems and people within the organization, as the leader’s ability to connect may have been pushed into the “shadow.” When this pattern is highly developed, the leader may seem very absent.
Schizoid pattern: Leaders who are detached and disconnected from the day-to-day running of the business. Detached diplomats may make decisions in isolation, without a proper understanding of operational realities or the impact of their decisions on teams.
Business examples: This type can be observed in leaders who rarely communicate with teams or are physically present but mentally detached during important meetings and discussions. They may appear mysterious or inaccessible, which can lead to uncertainty and lack of direction within the organization.
Recognition and management: Leaders should actively engage in regular interactions with teams and practice mindful listening. Scheduled office walks, open Q&A sessions, and informal meetings can help break isolation. Organizations can support structures and practices that require regular communication and engagement.
As de Haan and Kasozi note, “Detached diplomats may give their teams space to act autonomously, but their detachment may also signal a lack of interest or engagement. Effective leaders find a balance between providing autonomy and remaining available and engaged in daily operations.”
The Leadership Shadow as a Serious Risk Factor for Top Leaders
Studies cited by de Haan and Kasozi indicate that the leadership shadow emerges as a serious risk factor for top leaders. The authors refer to the concept of “managerial freedom,” which allows one to act or decide in one direction or another. Too much freedom or uncontrolled power allows our naturally selfish tendencies and self-confidence to grow and lead towards power abuse or leadership derailment, much like a spoiled child throwing increasingly problematic tantrums.
Moreover, data suggests that while 25% of middle managers had at least one shadow trait elevated enough to be considered a risk for performance, in three trials involving 378 top executives, a significantly higher percentage (98%) had at least one risk factor. In other words, practically every leader at the executive level is exposed to some risk of performance problems related to their shadow, highlighting the importance of self-development.
Theoretical and Practical Implications of the Leadership Shadow Concept
The leadership shadow concept has significant implications for both leadership theory and practice. From a theoretical perspective, it offers a new way to understand the complexity of leadership, acknowledging that effective leadership requires integrating both the “bright” and “dark” aspects of a leader’s personality. This goes beyond traditional approaches that often focus exclusively on the positive traits and behaviors of leaders.
From a practical standpoint, understanding one’s own leadership shadow can help leaders:
- Develop greater self-awareness of their patterns and potential traps.
- Recognize early warning signs when their strengths begin to transform into weaknesses.
- Implement strategies to avoid overdrive in times of stress and pressure.
- Build more balanced and authentic relationships with team members and stakeholders.
How to Avoid Derailment by the Shadow
Erik de Haan and Anthony Kasozi propose several strategies for leaders to avoid derailment through their shadows:
- Maintain fluidity in the leadership process: Be open to (sometimes painful) feedback from within the organization.
- Maintain a healthy and balanced leadership practice: Be open to (sometimes painful) feedback from your own shadow.
- Be as relational as possible: Foster relationships—lead not abstractly or only indirectly, but here and now with colleagues.
- Engage in active and honest (self)reflection: Regularly devote time to reflecting on your decisions, behaviors, and their impact on others.
De Haan emphasizes, “Recognizing the benefits of certain attributes, while understanding when they transform into shadow traits, is key to actively managing them, reducing risks for the organization, as well as personal leadership derailment. Leadership must balance their leadership, and coaches, L&D specialists, and HR play a crucial role in collaborating with leaders to provide solutions for dealing with various shadows.”
Disclaimers and Limitations of the Model
While the leadership shadow concept provides valuable frameworks for understanding the dark side of leadership, it is important to recognize its limitations and disclaimers:
- Cultural differences: The expression and perception of shadow behaviors may vary in different cultural contexts. What is perceived as narcissistic in one culture may be interpreted as confident leadership in another.
- Contextual dynamics: Situational factors, such as an organizational crisis, may sometimes require behaviors that would normally be considered problematic. For example, a more directive leadership style may be necessary during a crisis.
- Continuous nature of traits: Shadow traits exist on a continuum, not as binary categories. Leaders may exhibit varying levels of intensity at different times and contexts.
- Integration, not elimination: The goal is not to completely eliminate shadow traits, but to integrate them into a more balanced and adaptive leadership style. As de Haan and Kasozi note, “The same patterns that lead to possibilities and success inevitably also lead to shame and failure.”
Conclusion
Understanding and managing the leadership shadow is becoming increasingly crucial in today’s complex and demanding business environment. The four main types of leadership shadow described by Erik de Haan and Anthony Kasozi—charming manipulators, playful encouragers, glowing gatsbys, and detached diplomats—offer valuable frameworks for leaders to identify potential pitfalls in their leadership styles.
By cultivating self-awareness, actively seeking feedback, and engaging in continuous reflection, leaders can begin to recognize and manage their shadows before they transform into derailment behaviors. As the authors note, “Shadows can provide fresh and much-needed insight into leadership and the required balancing of a leader’s drive and success.”
Ultimately, effective leadership is not about eliminating shadows, but about integrating both the strong and weaker aspects of oneself into a more authentic and balanced leadership style—one that can weather the turbulent waters of today’s business landscape while maintaining the honesty and relational integrity that lie at the heart of truly transformational leadership.
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