Why Authentic Leadership Outperforms Command and Control
Leadership in business is not about command and control. That model may work in the army, but it rarely brings out the best in people at work. I learned that lesson the hard way. When I founded my first company in 1980, I initially adopted a command-and-control leadership style. On the surface, it seemed effective: people did what they were told and results followed—at least temporarily. But over time, I had to ask myself a far more important question: Were people performing with enthusiasm and innovation, or simply out of fear? Are you an Authentic Leader?
After more than 40 years in leadership roles, watching companies grow and ultimately be acquired, I’ve learned that businesses are not armies. Control does not inspire excellence. There is a persistent myth that successful leaders must be unempathetic taskmasters, singularly focused on performance metrics and the bottom line. In reality, most people do not come to work merely to be ordered around and sent home with a paycheck.
They join organizations because something resonates with them—the mission, the values, the culture, or the opportunity to grow.
That is where authentic leadership begins. The role of a leader is not just to set direction, but to manifest and nurture those elements that attracted people to the organization in the first place. Why did they choose to work here? What excited them on day one? Authentic leaders take the time to understand these motivations and communicate them regularly and openly. When people feel connected to a meaningful purpose, the need for command and control disappears.
Authentic leadership is also about creating an environment where people can thrive. For me, that means enabling individuals to try new things, take on projects outside their formal roles, and collaborate across departments. Growth rarely happens by rigidly staying within job descriptions. Doing things “the way we’ve always done it” may produce predictable results, but predictability is rarely enough to stay competitive in a rapidly changing world. Innovation requires trust, flexibility, and freedom to experiment.
At the heart of this approach is a simple but powerful idea: lead as yourself. Authentic leadership means letting go of outdated stereotypes about what a leader is “supposed” to look like and instead showing up as a real human being. When I stopped trying to play a role and started leading in a way that felt natural to me—open, curious, and supportive—the results improved for both the company and the people within it. It also made leadership far more enjoyable.
Being authentic does not mean avoiding responsibility or tough decisions. On the contrary, it means being present. It means making yourself available, staying engaged in the process, and working alongside your team rather than hovering above them. Leaders who isolate themselves from their teams create distance, and distance breeds miscommunication. When you lead from within the mix, you demonstrate that you are part of the mission, not just an evaluator of outcomes.
There are, of course, moments when leaders must step forward and make decisive calls. Leadership is situational, and authenticity does not eliminate authority—it grounds it. The key is knowing which role to play and when.
As John Maxwell famously said, “A leader is one who knows the way, goes the way, and shows the way.” The most powerful leadership is by example. People watch what you do far more closely than they listen to what you say.
So, ask yourself: are you leading authentically?
Are you the person you want your team to become?
Leadership is a visual, lived experience…
…You cannot take others on a journey to an unknown destination unless you are willing to walk the path yourself.
Be well, do good work, and keep in touch.
Fred
