Where there is light, there is shade.
Image by Sergei Akulich (www.pixabay.com)
Karise Hutchinson’s leadership magazine Illuminaire[i] provides an exploration of leadership and is a blend of research findings, thought-provoking conversations with leadership consultants, and reflective essays, offering a holistic view of what it means to lead effectively in today’s world.
The magazine is organised into four thematic sections, each commentating a distinct aspect of leadership. The Power of Influence examines trust and humility as foundational elements while discussing the dualities of leadership, light and shade. Healthy Leadership underscores the importance of integrating the mind, body, and heart for sustainable leadership, with reflections on maintaining margin and balance. In Leading Transition, the focus shifts to navigating change, offering stories and strategies for guiding communities and organisations through uncertain seasons. Finally, Creative Leadership champions innovation, highlighting the role of imagination and adaptability. Illuminaire is a valuable resource for scholars and practitioners alike. Its approach invites leaders to reflect, fostering growth through critical engagement with both the science and art of leadership.
Of particular interest to my NPO is the insight into light and shadow. After a definition of the concept, I will explore some of the dynamics associated with light and shade in leadership.
Understanding Light and Shade
Leadership is often viewed through a lens of power and influence, with “light” indicating good and “shade” representing leadership’s more destructive counterparts. Effective leadership rests in the balance between these two extremes. French and Raven[ii] identified five bases of power: legitimate, reward, coercive, expert, and referent. These remain foundational for understanding leadership dynamics. Later additions, including charisma and empowerment, highlighted the relational and participatory aspects of power.[iii] Effective leaders do not rely solely on positional authority but create influence through trust, respect, and shared purpose. Destructive leaders often exploit power, creating a toxic environment characterised by emotional manipulation, intolerance, and distrust.[iv] The “shade” of leadership emerges when power becomes a method of control rather than a means of collective empowerment.
Relational Light
As society has shied away from hierarchical models, relational leadership grounded in influence has gained more prominence. Daniel Goleman’s work on emotional intelligence highlights the importance of relational competencies, such as self-awareness and empathy, for effective leadership.[v] Leaders who prioritise influence over authority create environments where teams and employees feel valued, engaged, and motivated.
Trust is central to this relational dynamic. Research by the University of Westminster[vi] emphasises that trust builds when leaders demonstrate transparency, accountability, and consistency. Trust promotes collaboration, innovation, and resilience within organisations, forming the “light” that counterbalances the potential “shade” of leadership. For example, leaders who actively listen, seek feedback and acknowledge their own vulnerabilities cultivate psychological safety, a critical component of high-performing teams.[vii]
Navigating the Shadow Side
The “shade” of leadership often manifests as narcissism, micromanagement, or emotional isolation. Narcissistic leaders, described by Gruda and Hanges,[viii] thrive in complex, unpredictable environments by projecting confidence and charisma. However, their self-obsession and distrust undermine organisational culture and morale over time. Leaders must remain vigilant against such tendencies, which can erode trust and derail collective efforts.
Sarah Ashley’s[ix] research highlights the importance of self-awareness and accountability in mitigating the darker aspects of leadership. Leaders who acknowledge their blind spots and seek external feedback are better equipped to navigate the ethical complexities of their roles. Structures of accountability, as advocated by Rus et al.,[x] serve as critical checks on power, ensuring leaders remain aligned with organisational values and objectives.
The Role of Empowerment
Empowerment represents a shift from top-down control to participatory leadership. Wheatley and Frieze[xi] conceptualise leaders as “hosts” who convene, facilitate, and steward collaborative environments. Empowerment fosters creativity, commitment, and shared ownership, transforming teams into high-functioning units capable of addressing complex challenges. This “light” side of leadership amplifies collective capabilities and aligns with the principles of adaptive leadership, which emphasise co-creation and distributed responsibility.[xii] Empowerment also mitigates the risks of dependency often associated with authoritative leadership. By decentralising decision-making, leaders foster resilience and adaptability within their teams. However, empowerment requires trust, humility, and a willingness to share power—qualities that challenge traditional notions of leadership heroism.
Balancing Light and Shade
Effective leaders realise that light and shade are not mutually exclusive but interdependent. The phenomenology of leadership, as noted by Nawaz in Illuminaire, is a series of social moments requiring both relational and strategic competencies. Leaders must exercise discernment, adapting their approach to the contextual demands of their organisations and teams. For instance, in crisis situations, a more directive style may be necessary, while in stable environments, a collaborative approach is often more effective.
Leadership development programs must address this duality, equipping leaders with the tools to navigate both their “light” and “shade.” Emotional intelligence training, reflective practices, and accountability structures are critical components of such programs. Additionally, fostering a culture of feedback and dialogue helps leaders remain attuned to their impact on others, mitigating the risks of power misuse.
Practical Implications
To harness the “light” while managing the “shade,” leaders should: Cultivate Self-Awareness, Build Trust, Empower Others and Maintain Accountability. Leadership’s interplay of light and shade highlights the complexity of human dynamics and leadership. Embracing this duality helps leaders navigate ethical and relational challenges, creating trust, collaboration, and empowerment. Effective leadership balances these extremes with integrity, humility, and purpose, ensuring adaptability and sustainability in an evolving 21st
[i] Hutchinson, Karise. “Leadership and the Power of Influence.” Illuminaire: Leadership Insights. 2023.
[ii] French, John R. P., and Raven, Bertram. “The Bases of Social Power.” In Studies in Social Power, edited by Dorwin Cartwright, 150-167. Ann Arbor: Institute for Social Research, 1959.
[iii] Hutchinson.
[iv] Gruda, Drishti, and Hanges, Paul. “Narcissistic Leaders in Uncertain Times.” Harvard Business Review, January 2023.
[v] Goleman, Daniel. 2017. Emotional Intelligence and Leadership Effectiveness. Boston: Harvard Business Review Press.
[vi] University of Westminster. Trust and Leadership: Rebuilding Confidence in Organizations. London: University of Westminster Press, 2015.
[vii] Kahneman, Daniel. 2012. Thinking, Fast and Slow: Daniel Kahneman. 1st edition. London: Penguin. 175-176.
[viii] Gruda and Hanges.
[ix] Ashley, Sarah. 2018. Self-Awareness in Leadership: Understanding the Blind Spots. Oxford: Leadership Press.
[x] Rus, Diana, Daan van Knippenberg, and Barbara Wisse. “Leader Power and Self-Serving Behavior: The Moderating Role of Accountability.” The Leadership Quarterly 23, no. 1 (2012): 13–24. https://doi.org/10.1016/j.leaqua.2011.11.002.
[xi] Wheatley, Margaret, and Frieze Debbie. 2010. Leadership Hosting: A New Paradigm. San Francisco: Berrett-Koehler Publishers, 2010.
[xii] Heifetz, Ronald A., and Richard E. Neustadt. 1994. Leadership without Easy Answers. Cambridge, Mass: Harvard University Press. Chapter 4.
About the Author
Glyn Barrett
I am the founding & lead Pastor of !Audacious Church in Manchester, England. I was born in Manchester, but moved to Australia at the age of two. My wife and I were married in Australia and began married and ministry life in England 29 years ago. After serving as youth pastors for 12 years, we moved to Manchester to pioneer !Audacious Church. As a church we now have 7 locations. 3 in Manchester, Chester, Cardiff (Wales), Sheffield, and Geneva (Switzerland). In 2019 I became the National Leader of Assemblies of God in Great Britain. We have over 650 churches in our movement and have planted 98 new churches since May 2022 with a goal of planting 400 new churches between May 2022 and May 2028. I am the Global Chair for Church planting for Assemblies of God which currently has 420,000 churches and also chair Empowered21 Europe. I'm happily married to Sophia, with two children, one dog and two motorbikes. I love Golf, coffee and spending time with friends. I love to laugh, make friends and create memories!10 responses to “Where there is light, there is shade.”
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Glyn,
As soon as I read your title I immediately thought of artwork and the art throughout the magazine. I wonder if the artwork inspired this metaphor of if you thought much about the artwork. When you think of leadership through your organization do you even think about it through an artistic lens? Or does artwork resonate with you?
Hey Adam. The metaphor of light and shade in leadership naturally evokes artistic imagery, and I appreciate how Illuminaire integrates both visual and conceptual elements to explore leadership. Creativity, composition, and perspective are crucial in leadership, and I believe an artistic lens enriches leadership development. The opening line of the Bible, “Let there be light”, evokes the artistic creativity of the Godhead over creation. Consequently, creativity in our church and ministry is very high. Our creative department has the most staff of any department for that very reason.
Hi Glyn, you did a nice job with the light and shadow sides of leadership. In your work with congregations how have you seen both of these manifested with volunteer leaders and if so what steps can be taken to encourage light and reduce the shadow side of leadership with volunteers?
Thanks Diane. In congregational settings, the “light” of leadership shines through volunteers who lead with humility, servant-heartedness, and a shared vision. These leaders foster inclusion, trust, and a sense of purpose. However, the “shade” emerges when power struggles, ego, or burnout create toxicity, disengagement, or micromanagement. To encourage the light and reduce the shadow, it’s vital to cultivate self-awareness through mentorship, feedback loops, and leadership training. Promoting trust, clear expectations, and shared accountability also helps. Encouraging empowerment over control and ensuring spiritual and emotional health safeguards volunteers from unhealthy leadership dynamics.
Glyn, Thank you for this post. This is powerful: “To harness the “light” while managing the “shade,” leaders should: Cultivate Self-Awareness, Build Trust, Empower Others and Maintain Accountability.” I see leaders working on many of these aspects in my context of their leadership. However, in my research, I have found that cultivating self-awareness in their own lives is lacking. What do you think causes this? What are ways leadership teams and organizations can empower leaders to learn self-awareness?
Thanks Kari. Leaders can often lack self-awareness due to busyness, fear of vulnerability, or over-reliance on positional authority. Many focus on external leadership demands while neglecting personal reflection. Cultural expectations that equate leadership with certainty rather than growth can also hinder self-awareness.
Organisations can cultivate self-awareness through regular feedback loops, coaching, reflective practices (journaling, assessments), and fostering a culture of humility and learning. Leadership teams should model vulnerability and create safe spaces for honest self-reflection. I regularly get external companies to do a 360 evaluation of me which gives my teams an opportunity to give anonymous feedback about me. It’s brutal but helpful.
Glyn, this is a very thoughtful post about the nuances of leadership in a complex environment. Often, leaders are stuck in a particular model of leadership and seek to apply the model to every situation. To a hammer, everything looks like a nail.
How does a stuck leader become aware of their impact on others if they are not open to feedback?
Hmmmm, it’s impossible, I think. A stuck leader can only become aware of their impact by engaging in structured self-reflection, 360-degree assessments, and peer accountability. However, crisis, team disengagement, or declining effectiveness can serve as wake-up calls to the stuck leader.
Thanks for this analysis Glyn. I’d love a personal example. 😉 Where do you work on increasing self-awareness to identify your blind spots and sweet spots (shade and light)?
Hi Debbie. Here’s what I do, it’s not foolproof, but every little piece plays its part. I actively work on increasing self-awareness through intentional reflection, feedback, coaching and trying to listen to my wife 🙂
One key practice is seeking honest input from trusted mentors, peers, and my leadership team. Regular program reviews at my church help me assess where I may be leading effectively (light) and where control, stress, or blind spots (shade) emerge. Engaging in structured self-assessments, 360 reviews, and theological reflection also deepens my awareness.