The New Paradigm of Humanitarian Leadership: Moving Beyond Leading
Liana Ghukasyan argues that a leadership fit for contemporary challenges must be visionary and inclusive, whilst willing to collaborate and distribute decision-making power.
Having spent most of my career closely working with leaders, supporting and advising them, I have observed a fundamental shift in what effective leadership looks like today. Traditional models, rooted in hierarchy and authority, are becoming increasingly obsolete. In our rapidly evolving world, people no longer merely want to be led—they seek leaders who have a compelling vision, who listen, and who enable their growth and development.
In the past, leadership often implied a top-down approach where directives were given, and followers were expected to comply. This model was based on a clear power dynamic, where leaders were revered, almost worshiped, creating a culture that often led to self-centred and entitled behaviour among those at the top. However, this approach is now being challenged and rightly so.
The expectations from leaders today have drastically changed. Employees and team members want to see leaders as visionaries who can articulate a clear and compelling direction for the future of the organization. They crave leaders who are accessible, who invest time in understanding their aspirations and challenges, and who provide the tools and opportunities for their development. This shift signifies that leadership is no longer about commanding and controlling but about inspiring, guiding, and enabling.
For this new breed of leaders to thrive, we must also reassess how we treat our leaders. The old-fashioned culture of leader worship must give way to a more balanced and respectful relationship. When leaders are put on pedestals, it often leads to a disconnect, fostering environments where leaders become insulated from reality, surrounded by yes-men/yes-women and sycophants. This not only stifles innovation but also perpetuates a cycle of entitlement and self-serving behaviour.
Creating the right environment within organizations is crucial for leaders to function effectively in this new paradigm. I have often noticed how many direct report lines leaders have and the numerous decisions they are required to make. This overwhelming responsibility can make it nearly impossible for a leader to perform optimally and may even lead to burnout. To avoid this, it is essential to establish distributed decision-making processes within the organization.
Encouraging leaders at all levels to take decisions independently, without escalating every matter to the top, is vital. This not only alleviates the burden on senior leaders but also empowers other leaders within the organization, fostering a culture of trust and accountability. Distributed decision-making ensures that decisions are made closer to the point of action, increasing responsiveness and agility.
The situation is even more complex when we consider leaders in the humanitarian sector. Here, leaders are required to navigate a wide range of complex issues, from managing crises and coordinating with multiple stakeholders and engaging with different actors to ensuring the safety and well-being of people in vulnerable situations. The stakes are higher, the pressures more intense, and the challenges more multifaceted. Humanitarian leaders must be particularly adept at balancing empathy with efficiency, vision with pragmatism, and directive leadership with collaborative problem-solving.
The challenges we face today demand leaders who are fundamentally different from those of the past. These leaders must be empathetic, visionary, and collaborative. They must be willing to roll up their sleeves and work alongside their teams, demonstrating humility and a genuine commitment to the collective success.
In conclusion, the essence of leadership in the modern era is not about leading in the traditional sense. It is about envisioning the future, fostering an inclusive and collaborative environment, and being a catalyst for growth and development. As we redefine leadership, we must also redefine our expectations and treatment of leaders, moving away from idolization and towards a partnership-based model that promotes mutual respect and shared goals. Only then can we nurture the leaders who will guide us through the complexities of the 21st century, particularly in the demanding and critical realm of humanitarian work.
Liana Ghukasyan is Special Advisor to IFRC President, former Deputy Permanent Observer to the UN in New York.
Photo by Christina Morillo:
