Why Level 2 Relationships Matter Most in Leadership
At the heart of leadership is a choice: will we remain transactional, or will we step into deeper trust and openness? In Humble Leadership, Schein & Schein argue that Level 2 relationships—connections that honor the whole person rather than just the role—are foundational for growth and transformation. They provide the ground on which something new and better can grow.
As they explain, “Leadership will therefore require the creation of personal relationships that will make others feel safe enough to be open and trusting with their leaders and with the other members of the team that is striving to create something new and better.”[1] These personized relationships cultivate the openness and psychological safety that allow people to work together in meaningful ways.
In a similar vein, the French philosopher Simone Weil reminds us that what is sacred in a person is not their role or their personality, but their whole being—their thoughts, their body, their very life.[2]This insight resonates with Schein & Schein’s vision of humble leadership: seeing people in their wholeness, not merely in their roles.
The authors outline a relational continuum—beginning with negative interactions, moving through transactional exchanges, and culminating in whole-person and deeply intimate connections. Within this continuum, Level 2 relationships stand out as indispensable for leadership. Schein & Schein emphasize: “Leadership is always a relationship, and truly successful leadership thrives in a substrate of high openness and high trust.”[3] Humble leadership, in other words, is relational at its core.
This dynamic of openness and trust also shows up in Amy Edmondson’s work on psychological safety. She describes it as the kind of environment where people feel free to take risks—asking questions, offering ideas, and even admitting mistakes—because they know those things are welcomed.”[4] It’s in this kind of space that learning and adaptability really take root. And as Schein and Schein remind us, the new and better comes from relationships built on high openness and high trust.
But building these relationships is never simple. Many people retreat to the safety of technical culture, where roles are defined and expectations are predictable, but interactions remain transactional. For leaders working to cultivate Level 2 relationships, this reluctance can feel discouraging. I experience this often in North Africa, where trust and openness often unfold more slowly than I expect. Many relationships remain polite and formal, and reciprocity develops gradually, if at all. At times it feels as though the door to deeper connection will never open.
In these moments, humility matters most. I have to keep extending the invitation to connection without forcing it, recognizing that not every relationship will move deeper. As a follower of Jesus, I am reminded that genuine leadership is invitational rather than coercive. In Revelation 3:20, Jesus says: “Behold, I stand at the door and knock.” He does not push His way in but waits to be welcomed. This image embodies humble leadership—patient yet confident, ready to enter, but always honoring others’ readiness.
This is where situational humility matters most. In North Africa, where trust often grows slowly, I have to accept uncertainty, stay curious, and pay attention to what others may see before I do. It also means noticing when my own assumptions get in the way. Practicing this humility helps me listen, wait, and make room for Level 2 relationships—and with them, the possibility of something new and better.
For Schein & Schein, leadership is, above all, relational. And these relationships extend beyond individuals to the life of the whole group. As they explain: “Learning to think and manage in terms of interpersonal and group process is a foundational building block of Humble Leadership.”[5]Level 2 relationships flourish most when the culture around them fosters openness, psychological safety, and belonging. Humble leadership, then, is not only about building trust person-to-person; it is also about shaping communities where people bring their whole selves and collaborate toward meaningful change.
This group emphasis aligns with the RARE Leadership paradigm, which teaches that resilience and maturity grow in community. Warner and Wilder write: “We express the highest version of ourselves when we live out of love. We deny our true selves when we think only of ourselves and not of our group as well.”[6] Their framework highlights four habits that sustain a social culture: Remain relational, Act like yourself, Return to joy, and Endure hardships well. They also remind us: “Joy is not a recipe for avoiding pain. Joy is what enables us to suffer well…those who share our suffering will show us how to remember who we are when things get hard.”[7] In this sense, joy becomes a bond that strengthens trust, making hardship more bearable when carried together.
Warner and Wilder add: “Maturity grows in a group, and we rarely consider the importance of our group’s identity or capacity either as part of a leader’s job or for the development of future leaders.”[8] Humble leaders, therefore, nurture not only individual trust but also group identities rooted in a sense of belonging and resilience.
Ultimately, humble leadership is less about technical expertise and more about the social—showing up with openness, trust, and a willingness to be shaped by others. It asks us to keep knocking without forcing, to remain curious even in uncertainty, and to nurture spaces where people and communities can flourish. This is the leadership I want to grow into: not transactional, but relational, marked by the kind of connections that make collaboration, resilience, and the possibility of something new and better come to life.
[1] Edgar H. Schein and Peter A. Schein, Preface to Humble Leadership: The Power of Relationships, Openness, and Trust, 2nd ed. (Oakland, CA: Berrett-Koehler, 2021), 12, Kindle edition.
[2] Simone Weil, Selected Essays, 1934–1943: Historical, Political, and Moral Writings, trans. Richard Rees (Eugene, OR: Wipf & Stock Publishers, 1962), 9.
[3] Schein and Schein, Preface to Humble Leadership, ix, Kindle edition.
[4] Amy C. Edmondson, Right Kind of Wrong: The Science of Failing Well (New York: Simon Element / Simon Acumen, 2023), 15-16, Kindle edition.
[5] Schein and Schein, Preface to Humble Leadership, 73, Kindle edition.
[6] Marcus Warner and Jim Wilder, RARE Leadership: 4 Uncommon Habits for Increasing Trust, Joy, and Engagement in the People You Lead (Chicago: Moody Publishers, 2016), 144, Kindle edition.
[7] Warner and Wilder, RARE Leadership, 177, Kindle Edition.
[8] Warner and Wilder, RARE Leadership, 201, Kindle Edition.
About the Author
Elysse Burns
9 responses to “Why Level 2 Relationships Matter Most in Leadership”
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Wow Elysse,
Your post is a beautiful tapestry of relational theology, leadership wisdom, and lived experience. Thank you for sharing!
How can leaders cultivate Level 2 relationships in cultures where trust unfolds slowly, balancing patience with persistent invitation and honoring each person’s readiness to connect?
Great post Elysse! Thank You! In your experience, how does culture and tradition impact the ability to build Level 2 relationships and practice situational humility?
Elysse,
Always a good time to bring in Simone Weil. I have been thiknkiing about this as well for a while. In the context of evangelization, sometimes people feel the need to practically force a conversion and argue the merits of Christianity. (There might very well be a good time and place for this, but I think it is minimal.) On the other hand, I think that it is important that we strive for those relationships and invite people into the journey of seeking Jesus with us. These are my thoughts that I have been wrestling through as I write an article for a journal.
I love how you brought in RARE Leadership traits; great connection!
I’ve also recently heard Amy Edmondson’s name a few times. What can you tell me about her work and what is most important to you about it?
Excellent post, Elysse. I love how you have integrated this into your experiences and have named the tensions in that context.
I find this challenging in our context as well. Even though people don’t consider themselves to be hierarchical, and speak the language of collaboration, their behaviour reveals otherwise.
What advice would you have for me in this context?
Elysse, this sentence perfectly summarizes the culture in which we live: “Many people retreat to the safety of technical culture, where roles are defined and expectations are predictable, but interactions remain transactional.” What have you personally found is helpful as you invite people to step out of the safety of level 1 relationships?
Hi Elysse. I love how you connected the dots throughout your post, particularly Simone Well. You highlighted your desire to move from transactional to relational leadership. What do you feel is the biggest asset that will come from making the switch?
Hello, Ms. Burns, thank you for your post it is very informative and filled with inspiration. I have learn a lot from it. I couldn’t agree more on how you have empathized ‘humble leadership’ as relationship and connection that is based on ‘openness, trust and the willingness to be shaped by others.’ I have seen this in many of our Micronesian Churches where the leaders have difficulties connecting with the congregation. Thank you again for the post, Elysse!
Hi Elysse, I love how you pointed back to Revelation 3:20. Jesus is truly a humble leader that makes an invitation and is humble enough to accept our responses to that invitation. You already strike me as a humble leader. I am curious what felt new to you in reading this book or how much was affirmation for how you already operate?