Redefining Leadership: The Power and Consequence of Breaking Norms

Why This Matters Now

Leadership is being tested in ways we have never seen before. In politics, business, and social structures, long-standing traditions are being questioned, rewritten, or outright discarded. The way leaders act today is not just shaping the present—it is setting a precedent for the future.

We find ourselves in an era where authority figures increasingly challenge established norms, sometimes in pursuit of progress, sometimes as a display of dominance. But whether these shifts are deliberate or reactive, their impact is profound. Leadership is no longer just about guiding people toward a shared goal—it has become a reflection of the values we, as a society, are willing to accept and normalize.

This is why now, more than ever, we must examine what is happening in leadership and ask: What kind of leadership do we want to champion? What behaviors are we willing to tolerate? And at what point does deviation from tradition cross the line from necessary evolution to damaging instability?

The Erosion of Leadership Norms

Traditionally, leadership—especially on the global stage—has been characterized by a level of decorum. Diplomatic relationships, even those fraught with tension, were managed with restraint, thoughtful rhetoric, and strategic engagement. Leaders understood that words carry weight, and public discourse could either build alliances or fracture them.

However, in recent years, we have seen a shift toward open confrontation, impulsive decision-making, and a rejection of long-standing diplomatic conventions. There was a time when disagreements between world leaders were handled behind closed doors, where discussions about alliances and strategy were managed with tact and an understanding that diplomacy required nuance. Today, public rebuke, humiliation, and unpredictable engagement are becoming more common.

This is not just a political issue—it is a broader reflection of how leadership is evolving in all areas of life. Whether in government, corporate boardrooms, or small businesses, the behaviors modeled by those at the top set the standard for what is acceptable. When leaders dismiss collaboration in favor of unilateral decision-making, when they favor spectacle over substance, and when they abandon professionalism for impulsive reactions, they send a clear message: This is what leadership looks like now.

This raises an essential question: Is this the new standard? And if so, what does it mean for leadership across industries, institutions, and nations?

The Ripple Effect of Leadership Behavior

Leadership does not exist in isolation. It influences cultures, expectations, and long-term behaviors. Every decision, every public statement, and every action contributes to a broader cultural expectation. When a leader chooses to berate rather than collaborate, it signals that power is best wielded through force rather than influence. When integrity is compromised for short-term gains, it teaches others that honesty is secondary to advantage.

These shifts do not happen overnight. They accumulate, moment by moment, speech by speech, decision by decision. Eventually, what was once seen as an exception becomes the expectation.

For organisations, this has profound implications. Workplace cultures mirror leadership behavior—if leaders normalise aggression, dismissiveness, or disrespect, these behaviors filter down, shaping how teams interact and make decisions. Employees who see leaders engaging in public confrontation may feel emboldened to adopt similar tactics in their own interactions. If leadership fails to value accountability, then accountability is eroded throughout the organization.

Conversely, when leaders demonstrate transparency, fairness, and a commitment to constructive dialogue, they create environments where these values are not only respected but expected. People follow the examples set by those in power. If leaders prioritize integrity, others will, too. If they embrace cooperation, organizations thrive on collaboration rather than division.

But this is not just about businesses—it is about society as a whole. Leadership does not just define workplace cultures; it shapes public discourse, community values, and international relations. If we allow destructive leadership behaviors to go unchecked, they do not remain confined to isolated incidents. They spread, influencing the way individuals, organisations, and nations engage with one another.

Choosing the Leadership We Normalise

Ultimately, leadership is about more than authority—it is about responsibility. It is about recognising the influence one holds and choosing to use it in a way that builds rather than destroys, unites rather than divides, and elevates rather than diminishes.

The leaders we look to today are setting the tone for the future. Every action they take, every decision they make, and every precedent they set contributes to the leadership landscape of tomorrow. The question is not just what kind of leadership we have now, but what kind of leadership we want to foster moving forward.

This is not just a question for politicians or CEOs—it is for all of us. Whether in formal leadership roles or in everyday life, we all influence those around us. The way we communicate, the way we treat others, and the values we uphold send a message about what is acceptable and what is not.

At a time when the world is watching, we must ask ourselves: What kind of leadership do we want to normalize? Do we want a world where impulsivity, division, and short-term wins become the standard? Or do we hold firm to the belief that leadership, at its best, inspires, strengthens, and moves people forward together?

The choice is ours.

Because, in the end, leadership is not just about holding power—it is about what we do with it. And that choice, no matter the context, defines the future.