The leader as a role model

In a world of rapid change, high complexity and increased demands for trust, one thing stands firm: people influence each other — and leaders influence the most. When you as a leader live what you stand for, you don't just become someone who points out the course. You become someone who makes it believable. According to the full-spectrum model, it is precisely this form of leadership—transformational leadership—that makes people stretch, think for themselves, and grow in confidence.

But what does it really mean to be a role model today? And how can you be real without losing professional heaviness?

The power of the role model:

Motivation through trust and expectation

Being a role model is not a title -- it's a relation. When you lead with integrity, presence and curiosity, you create trust. And where there is trust, motivation grows. This is where the Pygmalion effect comes in: the belief you display in someone else's potential affects what they actually get at. When you expect the best from people -- and support them wholeheartedly -- there's a far greater chance they'll stretch there.

Leaders who watch, listen and challenge with warmth give their team both peace of mind and drive. It's not about “believing people in theory”, it's about meeting them in a way that says: I think you can. And I want to help you make it happen.

The full-spectrum model and the role model in practice

According to the full-spectrum model, there are four characteristics that make the leader a role model:

1. Idealized influence — your values are shown in what you do, not just what you say. That is the core of ethical management.

2. Inspirational motivation — you convey meaning and purpose, and raise your gaze to those around you.

3. Individualized attention — you show genuine interest in the needs and development of others.

4. Intellectual stimulation — you challenge habitual thinking, without creating fear of making mistakes.

These four are not big “measures” -- they are lived out in small daily actions. The way you handle disagreement. How to listen when someone is frustrated. If you let me know when something is not right — and if you stand by it calmly and respectfully.

Authenticity without losing professionalism

An often overlooked issue in the leadership role is the tension between being authentic and being professional. A lot of people think they have to choose. But it doesn't have to be a contradiction.

Authentic leadership means being whole and real—not sharing everything, but being clear about who you are, what you stand for, and why you do what you do. Professionalism is about creating confidence and predictability. When these two combine, you become a leader others dare to follow -- and dare to be open with.

But what if you yourself slip? When your actions don't quite match what you're saying? Then the key is emotional intelligence: knowing oneself, being able to regulate oneself, and having the courage to take responsibility. A simple sentence like “It didn't turn out as I intended -- let me adjust” can be more powerful than many long lectures.

Balancing Clarity and Transparency

A good role model is clear without being blunt, and open without being vague. You show the way, but you don't own the truth alone. You set the direction -- but you invite others to join in the adjustment. This interaction is at the core of Nordic leadership: values-based, listening and with a strong belief in involvement.

This is also how you create psychological security — that culture where people dare to speak up, come up with ideas and show vulnerability. And it starts with you: Do you dare to be open about insecurities? Do you listen with sincere curiosity? Can you tolerate disagreement?

Example from real life:

One leader I worked with had a habit of starting each meeting with a brief reflection: “This is something I've had to think a little extra about myself over the past week.” It seemed simple. But the effect was great: over time, it became safe to share challenges, ask questions and be open. The culture changed -- not through action, but through role model.

In summary: Small actions, big impact

When you listen with your whole self, you create room for reflection.

When you stand up for what you say, you build credibility.

When you believe in the growth potential of others, you strengthen your motivation.

• When you combine direction with generosity, you strengthen trust and learning.

Role model leadership is not about being perfect. It's about showing the way through manners — and using both your heart and your head actively in leadership.

Reflection questions:

• What is most contagious about me as a leader right now — security or anxiety?

• How do I face the mistakes of others — such as a learning opportunity or threat?

• Do I use the Pygmalion effect consciously — do I believe loud and clear in my people?

• How clear are my values in everyday leadership — in practice, not just in words?

The leader's most important asset is not control or knowledge -- it is influence. And that influence is exerted every single day, in looks, words and actions. When you lead with values, curiosity and emotional presence, you don't just create results — you create people who dare to grow.

References:

Avolio, B. J., & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly.

Bass, B. M. (1985). Leadership and performance beyond expectations. The Free Press.

Brown, M. E., Treviño, L. K., & Harrison, D. A. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes.

Edmondson, A. (2019). The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth. It's Wiley.

George, B. (2003). Authentic Leadership: Rediscovering the Secrets to Creating Lasting Value. Jossey-Bass.

Kouzes, J. M., & Posner, B. Z. (2017). The Leadership Challenge: How to Make Extraordinary Things Happen in Organizations. It's Wiley.

Northouse, P. G. (2018). Leadership: Theory and Practice. Sage Publications.

Rosenthal, R., & Jacobson, L. (1968). Pygmalion in the Classroom. Holt, Rinehart & Winston.

Beds, P. M. (2006). The Fifth Discipline: The Art and Practice of the Learning Organization.

Yukl, G. (2013). Leadership in Organizations. Pearson.

‍