Becoming a Better Leader Part 4: Growing Leadership at All Levels

Leadership isn’t confined to those with formal authority. In fact, some of the most influential leaders in modern organizations are informal leaders—those who lead through expertise, influence, and the ability to bring people together to solve problems.

The Rise of Informal Leadership

As discussed in the guidance paper “Measuring Leadership,” informal leaders are increasingly taking on roles traditionally held by formal leaders. These culture carriers shape how teams work, influence how people think about problems, and often determine whether organizational changes succeed or fail.

The research shows that effective informal leaders combine deep technical competence with strong organizational understanding. They build coalitions across boundaries and focus on team success over individual recognition. Through their character and actions, they create trust and drive positive change. Most importantly, they shape culture by example, demonstrating and promoting practices that lead to better outcomes.

From Bureaucratic to Digital Leadership

As Mark Schwartz describes in The (Delicate) Art of Bureaucracy, traditional organizations valued leaders who maintained impersonality and enforced conformity. Today’s digital enterprises need leaders who embrace inclusion and enable contribution. This means developing leaders who:

• Value diverse perspectives and experiences
• Focus on outcomes rather than just following processes
• Demonstrate care about impacts rather than maintaining neutrality
• Enable generalist skills rather than enforcing strict specialization

Creating Opportunities for Leadership Growth

Admiral John Richardson’s experience with the US Navy, as detailed in Wiring the Winning Organization, provides valuable insights into developing leadership throughout an organization. Even in high-stakes environments, creating opportunities for people to lead and learn from experience is crucial.

One powerful approach is what Gene Kim and Dr. Steven J. Spear call “radical delegation,” which involves giving decision-making authority to those closest to the work. This not only improves the quality of decisions but also creates natural opportunities for people to develop leadership skills.

Schwartz emphasizes in War and Peace and IT that modern leadership development isn’t about teaching people to manage owned time but to inspire owned efforts. This means developing leaders who can:

• Create environments where innovation happens naturally
• Support flexible work patterns that maximize creativity and contribution
• Focus on enabling rather than controlling

The Role of Psychological Safety

Growing leadership capabilities requires an environment where people feel safe to experiment and occasionally fail. As Dr. Ron Westrum’s research shows, organizations with generative cultures—where new ideas are welcomed and failures are treated as learning opportunities—are far more successful at developing leadership capacity throughout their ranks.

This doesn’t mean lowering standards. Instead, it means creating space for learning and growth while maintaining high expectations for outcomes. The US Navy’s submarine service demonstrates this balance perfectly—maintaining extremely high standards while creating an environment where people can learn and grow into leadership roles.

Mentoring and Coaching

Transformational leadership research emphasizes the importance of individualized consideration—taking time to understand and support each person’s growth. This means acting as a coach rather than a director, helping people discover solutions rather than dictating them. It requires providing regular feedback focused on growth and learning, not just evaluation. Most importantly, it means creating opportunities for stretch assignments where people can develop new capabilities while feeling supported.

Measuring Leadership Development

The authors of “Measuring Leadership” suggest focusing on how people handle challenging situations and whether they’re growing in their ability to navigate complexity. Look for increases in collaboration and cross-functional problem-solving. Pay attention to team health metrics like psychological safety and engagement. Watch how effectively knowledge and best practices spread through the organization.

Building Sustainable Leadership Practices

Leadership development isn’t a one-time program. It needs to be woven into the fabric of daily work. Flow Engineering suggests using real work challenges as opportunities for leadership development rather than relying solely on training programs. Create regular forums where people can practice leadership skills by presenting ideas and leading discussions. Build feedback loops that help people understand the impact of their leadership choices.

As organizations transform digitally, they need what Schwartz calls “adaptive leadership”—leaders who can help navigate constant change while maintaining sufficient structure for teams to operate effectively. This requires balancing:

• Freedom with appropriate guardrails
• Innovation with stability
• Individual contribution with team cohesion

The Next Generation Leader

Growing leadership throughout your organization is perhaps the most important investment you can make in your organization’s future. Start by identifying potential informal leaders who already influence others positively. Create opportunities for them to lead initiatives or solve problems that matter. Support their growth through mentoring and coaching.

Most importantly, model the leadership behaviors you want to see in others. Show vulnerability when you don’t have all the answers. Demonstrate curiosity when facing challenges. Celebrate learning and growth rather than just success.

Throughout this series, we’ve explored how leadership has evolved, the importance of building trust through understanding, and how leaders can enable flow by removing obstacles. These elements come together to help grow leadership capacity throughout your organization.

Remember that leadership development is a journey, not a destination. Keep learning, stay curious, and always look for ways to help others grow into their full potential as leaders.

- About The Authors

Leah Brown

Managing Editor at IT Revolution working on publishing books and guidance papers for the modern business leader. I also oversee the production of the IT Revolution blog, combining the best of responsible, human-centered content with the assistance of AI tools.

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