Leadership education is often praised for equipping individuals with the tools, skills, and knowledge to lead effectively across a variety of situations. When approached from an interdisciplinary lens drawing from psychology, sociology, ethics, and business; it offers a well-rounded foundation for navigating the complexities of human behavior and organizational dynamics. Scholars like Northouse (2021) and Yukl (2013) highlight how diverse leadership theories equip leaders for the demands of changing organizational environments.
But this raises two important questions:
- Can any one leader realistically be effective in every setting or with every group of followers?
- And can leadership training alone prepare someone to thrive across all contexts?
At its core, leadership is relational and deeply dependent on context. What works brilliantly in one environment may fall flat in another. Contingency theory (Fiedler, 1967) and path-goal theory (House, 1971) both suggest that a leader’s effectiveness depends on the match between their approach and the situation.While training enhances adaptability, some environments demand more than just knowledge; they require interpersonal insight, emotional intelligence, and cultural sensitivity. As Daniel Goleman emphasizes, emotional intelligence can be the differentiator between good and great leadership.
Authentic leadership, a theory explored by Bill George and others, focuses on leading from a place of self-awareness and values. But even authentic leadership isn’t always universally effective. These values may not translate across cultural or generational contexts. In some settings, assertiveness is a strength; in others, it may be off-putting. Leaders may need to go beyond training to develop the humility and wisdom to shift their approach with discernment.
We often talk about leadership, but followership plays an equally important role; a point Barbara Kellerman has championed in her work. Teams bring their own expectations, communication styles, and cultural lenses to the table. A leader who thrives in a collaborative, open environment may struggle in a more traditional, top-down structure.
Consider this: even Jesus whose leadership was perfect wasn’t received the same way everywhere He went. In one parable, a king sends out messengers to invite guests to a wedding feast, but the people reject them, mistreat them, and turn away. In another moment, Jesus tells His disciples, “If anyone will not welcome you or listen to your words, leave that home or town and shake the dust off your feet.” These stories remind us that leadership isn’t always about changing your message—it’s about discerning when to stay, when to adapt, and when to move on.
So as we invest in growing our leadership capacity through education, mentorship, and experience it’s worth asking:
Are we training leaders to be universally adaptable, or are we helping them identify the settings where they can lead most authentically and effectively?
Great leaders don’t just lead anywhere they lead with awareness.
They know their strengths, they read the room, and they build bridges that are truly built to last.
If you’re exploring how to lead with more clarity, authenticity, and confidence in your current environment or you’re discerning what kind of setting brings out your best we can help.
Explore our leadership coaching services designed for individuals, teams, and organizations who want to lead with purpose in the right places.
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Part of the “Doctoral Insights” series by Maria Esther Durichek, DSL Candidate and Founder of The Brick House Exchange.
