Dec 17, 2024 5 min read Leadership

Leadership in the Taoist Way: Empower Others to Say, “We Did It Ourselves.”

Timeless lessons on non-directive leadership

What makes for a great leader?

True leaders shift hearts and minds for the greater good—but often, they do so invisibly, without forcing outcomes or demanding recognition.

When I think of people in history who we might describe as exceptional examples of leadership, they were able to shift hearts and minds for the greater good. They were capable of altering people's perceptions by inspiring them to think differently and to think for themselves.

Sadly, for so many of these inspired leaders, they were considered disruptive and dangerous to the status quo, frequently suffering imprisonment or assassination. Think of Nelson Mandela, Mahatma Gandhi, Martin Luther King Jr., Harriet Tubman, and Socrates.

None of those leaders were perfect—no one is, or ever will be.

Yet, the challenge is: How do we teach leadership that moves people to be motivated by a cause so impactful that they feel emotionally compelled to stand up for what’s right and make a difference for the common good?

Unfortunately, we can’t model the leadership of others.

Leadership isn't about copying others; it’s about embodying principles that inspire others to act on their own.

The principles that support human-hearted leadership require conscious, consistent, and vulnerable virtue practices so that others see you’re doing meaningful work — even if they don’t quite understand the what and the how. Instead of modelling, we need to embody practices that make us more humane.

Instead of modelling, it is the outcome of your actions that others witness and how your leadership inspires them to think for themselves and act on the change they want to see in the world.

What the Tao Te Ching Teaches Us About Human-Hearted Leadership.

While history exalts visible leaders, the Tao Te Ching teaches us the paradox of true leadership: the less visible the leader, the more empowered the people.

Chapter 17 is one of my favourites from the Tao Te Ching. I was deeply inspired by its wisdom many years ago when I was struggling with how to lead myself in a very challenging situation. The Taoist approach to leadership is so simple, yet challenging to master in daily practice.

The best leader works without being seen.
helping all but known by few.
The second best leader is loved and praised.
The bad leader is feared and hated.
The worst leader is despised and ignored.

When a leader trusts no one,
no one trusts him.

The best leader is tight-lipped;
he never speaks carelessly.
When his subtle work is completed, his duty done,
ordinary people say,
“We did it ourselves.” (1)

To summarize the wisdom of this chapter:

Guide, don’t direct.
Allow, don’t control.
Be part of the solution; not the solution.
Lead yourself; others may follow your lead of their accord.
Seek obsolescence, not recognition.

I think it’s safe to say that we are seeing very little virtuous leadership in the world today, as described and espoused in this chapter of the Tao Te Ching.

The great paradox of highly visible leadership.

Most people want to experience human-hearted leadership. Many need someone else to take the lead because they don’t know what to do on their own — which is absolutely fine.

Human-hearted and ethical leadership is needed, yet the danger lies in blind elevation of leaders or in leaders who force outcomes instead of guiding others to their own solutions.

Similarly, if someone declares themselves a leader, they risk powering over others instead of being a trusted confidant.

Virtuous leadership is like the wise sherpa who knows the way up the mountain; they say little but allow those they are entrusted to guide to experience fully the journey for themselves.

How Do You Lead People?

Moving from the metaphorical to the real world, if your role is that of a manager or supervisor, what’s the difference between those two?

How do you lead yourself within those roles and the expectations of your employment that honours the humanity in others? How do you get the most impactful results from those you are tasked with guiding, while supporting their opportunity to feel engaged and empowered? I think there is a lot of confusion about what leadership is, especially in organizations and the business world.

Often, the word is confused with team building exercises, supervision, and management step-by-step instructions and manuals.

The kind of leadership I’m talking about here is harder to pin down because it can’t be definitively defined. This is the human aspect of leadership, and why, for example, we simply cannot copy the actions inspired by the truly inspiring leaders I cited above.

But this does not mean you can only be a great leader if your actions are recorded in the books of history. You may already be one of these leaders that people admire, or you work with someone who inspires you to evolve and stand up for what’s right.

Six virtue practices that cultivate human-hearted leadership.

The following six practices align with the Taoist wisdom of guiding without forcing and leading by embodying virtues that recognize and cultivate human connection and understanding.

Non-Contention

Contention does not serve the greater good positively, even if outward appearances display otherwise.

Impartial Witnessing

Impartiality requires the humility to observe both sides of any situation with respect for the dignity of each person or party.

Compassion

Compassion is the heartfelt desire to make life better for others. This is a transcendent value that moves one into action through the visceral emotion of witnessing the suffering of others.

Yielding Flexibility (Open-Mindedness)

Inflexibility requires constant defence of one’s position (ironic because position is something fixed). Open-mindedness doesn't assume agreement; it allows for different perspectives and new information.

Humility (Understanding)

Being understanding is like water which flows into the lowest places, not because it has to, but because that is its nature. You cannot lift someone up by standing above them — you support them from ‘below.’

Common Oneness (Universal Dignity)

Cultivating connection and authentic expression without prejudice. Recognizing others as equality deserving of dignity and respect as yourself.

Putting the virtue practices of human-heartedness into leadership

Recall the wisdom in chapter 17 of the Tao Te Ching above, and consider how you might embody one or more of the six Human-Heartedness practices.

How can you guide instead of directing, telling, or being dictatorial?
How do you allow others to act on their own instead of trying to control choices and offer plans?
What do you say, how much do you talk, and how do you behave when you are part of the solution — not the solution?
What does it mean to lead yourself first, as if everyone is watching your actions under the most powerful microscope?
What does it feel like to step back and let others celebrate their accomplishments instead of needing to be recognized for what you’ve done?

Like water, I struggle most with ‘allowing.’ I want to make things right quickly, but yielding flexibility reminds me to manage my own actions, not those of others'.

Great leadership often feels invisible because its outcomes belong to those you lead

Embodying Taoist Leadership Principles

The wisdom from Chapter 17 of the Tao Te Ching reminds us that leadership is most powerful when it is subtle, yielding, and focused on empowering others.

By cultivating virtues such as non-contention, flexibility, and humility, you guide without force, support without control, and lead yourself first—allowing others to rise to their own potential.

Great leadership often feels invisible because its outcomes belong to those you lead. Like water flowing naturally to the lowest places, your work as a leader is done when others say, “We did it ourselves.”