For decades, a stark divide existed between one’s business persona and their personal life – a separation that many accepted as the norm. This division was part of a conventional wisdom that suggested personal emotions and values had no place in the workplace. However, this paradigm began to shift when former Medtronic CEO Bill George, also the author of Discover Your True North and a Harvard professor, introduced the concept of authentic leadership. This transformative approach invited leaders to remain true to themselves, bridging the gap between their personal and professional lives.

George’s work played a pivotal role in shaping modern leadership discourse, fostering an environment of trust and transparency. Authentic leadership emphasises self-awareness, ethical conduct, and open communication. By embracing vulnerability and encouraging honest dialogue, these leaders empower others to develop their potential, create meaningful connections, and contribute to a shared mission.

While authentic leadership centres on individual integrity and transparency, the next evolutionary step is transcendent leadership. Transcendent leadership goes beyond the focus on self to inspire others through a collective vision aimed at achieving a higher good. Rather than solely driving organisational goals, transcendent leaders seek to create a legacy that impacts society, the environment, or the world at large. This expansion of vision and purpose marks the shift from leadership as a personal practice to leadership as a collective responsibility.

Leadership is Evolving: From Authentic to Transcendent

Throughout history, leadership has been a complex and often elusive phenomenon. Countless books, models, and paradigms have attempted to define what makes a leader effective, and yet the search for deeper, more meaningful leadership continues. As educators, we aim to make leadership practices accessible while striving for the highest quality leadership possible. We define leadership as “transcending beyond the ordinary, exceeding expectations, and rising above limitations to unite people in shared purpose and energise them through collective envisioning.”

As we have observed in both classroom discussions and executive coaching, leadership now requires a shift from independence to interdependence. The focus has expanded beyond individual performance to include an awareness of how we relate to others and the collective goals we share.

In organisations, leaders are often consumed by conversations about “what” to do and “how” to do it. Less frequently do we ask, “Who do I need to be to be most effective with others?” This essential question is central to the evolution of leadership. We encourage students of leadership to become more conscious and humbled by their state of “Being” than their acts of “Doing.”

Being: The Foundation of Leadership

The concept of Being is central to transcendent leadership. A leader centred on Being does not dismiss the importance of action or performance. Instead, it is the Being – the leader’s essence – that shapes the foundation for ethical and high-quality leadership. How a leader shows up in the world, the context they bring to each situation, profoundly affects their leadership effectiveness.

Leadership occurs in context, shaped by both conscious and unconscious references and assumptions. Context is not objective truth; it is defined by how experiences are processed and understood. For example, in the workplace, a leader might view an employee’s emotions as irrelevant or disruptive. This context – rooted in a particular worldview – shapes how they lead. If a leader does not recognise or appreciate the emotional landscape of their team, they may inadvertently undermine their own leadership foundation.

Being is an anchor for the deep-seated tenets of leadership. Engaging this conceptual space, however, can be unfamiliar and unsettling. As leaders, we can more easily grasp and influence our behaviours – shaping or changing them through deliberate choices. Being can be elusive and difficult to access. It is not something we can define or control; it simply is who we are, the essence that underlies everything we do.

Authentic Leadership: A Vital Foundation

Since the mid-2000s, authentic leadership has been heralded as the gold standard in leadership education, particularly in business schools. And for a good reason: Authentic leadership practice rests squarely on cultivating self-awareness, transparency, and ethical behaviour in individuals, but it is complex and multidimensional. 

It requires leaders to be honest with themselves and others, to recognise their strengths and weaknesses. However, while authentic leadership is vital and foundational, it is not the end goal. Authentic leaders, once grounded, must evolve towards a more expansive, transcendent form of leadership. This evolution is not a replacement of authenticity but an extension of it – one that seeks to connect individual leadership to collective and societal goals.

The Shift to Transcendent Leadership

Transcendent leadership takes the work of authentic leadership and scales it up, extending the radius of influence beyond the self and organisational concerns. Transcendent leaders go beyond their immediate scopes, settings, and objectives to leave their marks on society and the community. The perspective is more visionary, the consciousness more unifying, and their influence is directed toward fostering collective action for the greater good.

Nelson Mandela may be considered a transcendent leader because of his uncanny ability to inspire and unite people across deeply ingrained divides. His leadership was defined by his ability to overcome personal pain and the trauma of imprisonment for the collective good of South Africa. Mandela’s leadership was anchored in a profound ethical vision that prioritised reconciliation over revenge and unity over division. His actions, decisions, and unwavering commitment to justice have left an indelible legacy, not only in South Africa but globally.

This evolution is not about replacing authenticity but about enlarging the scope of leadership to include societal impact, by seeing the interdependence of all people and the ripple effects of their actions. 

Through the deep relatedness that permits such perceptiveness, transcendent leaders achieve resonance, a tuning-in to the prevailing frequency of the context. Especially in cases of crisis and periods of change, resonance is important for maintaining emotional stability – alongside very clear direction, acknowledgement of the challenges and emotions present in the situation. 

Key Indicators of Transcendent Leadership in Practice

These indicators provide practical insights into how transcendent leaders operate in their day-to-day lives.

Acceptance: They accept others without judgment, acknowledging diverse perspectives and experiences without compromising their own core values. They understand that value differences and behavioural choices are natural.

Reverence: A deep respect for the essence of others acknowledges the interconnectedness of all. Reverence allows transcendent leaders to engage with stakeholders in a way that honours their dignity and humanity.

Presence: This requires discipline, as leaders must overcome distractions, listen deeply, show curiosity, and be attuned to the needs and experiences of others.

Courage: Reflect on one’s own experiences and to challenge old assumptions. Transcendent leaders are not afraid to confront uncomfortable truths, difficult situations and let go of outdated identities.

Gratitude: Recognise the contributions of others by expressing appreciation for their efforts and experiences. Gratitude leads to optimism, compassion and growth.

Highest Good: Transcendent leaders act for the highest good of all concerned. They make decisions based not on personal gain but on what will benefit society, the environment, and future generations.