I’m here in South Africa, and one idea keeps coming back to me: Leadership isn’t about power. It’s about people.

There’s something deeply different about the way people interact here. Whether I’m walking through a market, talking to a local business owner, or simply observing how strangers greet one another, there’s a palpable sense of connection. Success isn’t viewed as an individual pursuit—it’s seen as a shared experience.

That mindset has a name: Ubuntu.

At its core, Ubuntu is the belief that “I am what I am because of who we all are.” It’s the idea that our leadership, our impact, and our growth are deeply intertwined with those around us. That we don’t succeed alone—we succeed because of the people who challenge us, support us, and work alongside us.

The Illusion of the Self-Made Leader

We love the myth of the self-made leader—the visionary who single-handedly builds an empire, who overcomes every challenge through sheer determination, and who carves their own path without help. It’s a compelling story, but it’s fundamentally untrue.

Think about the most successful leaders you know. They didn’t achieve greatness in isolation. They had mentors who guided them, teams who executed on their vision, and communities that provided opportunities, encouragement, and support. The narrative of the self-made leader ignores the reality that every breakthrough happens within a network of people who contribute to that success in ways big and small.

Even in South Africa’s history, some of the most influential figures, like Nelson Mandela, weren’t lone warriors—they were part of movements. They built alliances, inspired people, and understood that real change happens when people work together.

Ubuntu challenges the idea that leadership is a solo pursuit. It reminds us that no one succeeds alone, and that the best leaders aren’t those who try to do it all themselves, but those who build, empower, and uplift the people around them.

From Command to Connection

Many organizations are still built on a command-and-control leadership model—one that values efficiency, compliance, and top-down decision-making. But Ubuntu suggests something radically different: Real leadership is about connection.

The best leaders aren’t just those who dictate direction or enforce rules. They’re the ones who create environments where people feel valued, trusted, and empowered to take ownership of their work.

Studies on psychological safety show that employees perform better when they feel heard and supported. When they trust that their contributions matter, they go beyond just completing tasks—they innovate, collaborate, and push for real progress.

During my time here, I’ve seen this mindset everywhere. Whether it’s in a restaurant, a hotel, or even a community project, people don’t just focus on their own success—they take ownership of the success of the whole. There’s an understanding that when one person thrives, everyone benefits. Imagine if we built our organizations the same way.

Ubuntu in Business: The Advantage of Human Connection

Bringing Ubuntu into leadership isn’t just a nice idea—it’s a strategic advantage. Companies that prioritize human connection—both internally with employees and externally with customers—consistently outperform those that don’t. Organizations with high levels of trust and engagement experience:

• Higher productivity – Employees who feel connected to their work and colleagues are more engaged and innovative.
• Greater retention – When people feel valued, they stay.
• Stronger customer loyalty – Customers don’t just buy products; they invest in brands that align with their values.

Yet, many leaders still focus on extracting more from their teams rather than investing in the environments that help people do their best work. If we truly embraced Ubuntu in leadership, we wouldn’t be asking, “How do I get more out of my employees?” Instead, we’d be asking, “How do I create an environment where people can thrive?”

Leading with Ubuntu

As I continue my journey here in South Africa, I keep reflecting on what this means for leadership. Leading with Ubuntu means shifting from individual success to collective success, from hierarchy to connection, and from power to empowerment.

Here are a few ways leaders can embrace this philosophy in their organizations:

• Prioritize collaboration over competition. Build a culture where people see each other as partners in success rather than competitors within the same system.
• Foster trust and psychological safety. Create spaces where employees feel comfortable sharing ideas, taking risks, and challenging the status quo.
• Recognize interdependence. Acknowledge that every success—whether individual or organizational—is made possible by the contributions of many.
• Lead with empathy. Make decisions that consider not just short-term gains, but the long-term impact on employees, customers, and communities.

Sparking New Leadership Thinking

Embracing Ubuntu in leadership isn’t about abstract ideas—it’s about real, tangible actions that change how teams operate and how people experience work. Here are five specific ways leaders can integrate Ubuntu into their leadership approach:

• Hold “We Over Me” Decision-Making Meetings. Many leadership discussions focus on what’s best for the business or the bottom line. To embed Ubuntu, start meetings by asking: Who else does this decision affect, and how can we make it a win for them too? For example, before rolling out a new company-wide policy, a leader might host a cross-functional discussion with employees from different levels to gather input and ensure the policy supports both business objectives and employee well-being.
• Replace Performance Reviews with Contribution Circles. Instead of traditional one-on-one performance reviews that focus on individual output, create a system where team members reflect on how they’ve helped others succeed. For example, at quarterly check-ins, employees could answer questions like: Who on the team helped you grow the most? How did your work positively impact someone else’s success? This shifts the focus from competition to collaboration and highlights the interconnected nature of success.
• Create Peer-Led Problem-Solving Sessions. When challenges arise, instead of expecting employees to escalate issues up the chain of command, encourage horizontal problem-solving. For example, if a customer service issue keeps recurring, a leader can bring together frontline employees, product designers, and operations staff to co-create a solution. This not only leads to better outcomes but reinforces that everyone’s expertise is valued.
• Institute “Walk in Their Shoes” Leadership Days. Leaders often lose touch with the daily realities of employees and customers. To build Ubuntu-driven empathy, require senior executives to spend a day working in a frontline role at least once a quarter. A CEO might work the customer support lines, or a department head might spend a shift shadowing warehouse employees. Experiencing challenges firsthand leads to more human-centered decision-making and breaks down hierarchical barriers.
• Publicly Recognize Collective Wins, Not Just Individual Successes. Too often, recognition focuses on standout performers, reinforcing the myth of the self-made success. Instead, create rituals that celebrate team efforts and interdependence. For example, a company could introduce a “Ripple Effect Award,” where employees nominate colleagues whose behind-the-scenes contributions made a major impact on team success. This reinforces that success isn’t an individual achievement—it’s a shared effort.

The Bottom Line

Great leadership isn’t about individual success—it’s about creating environments where people thrive together. By embracing Ubuntu, leaders can shift from control to connection, from silos to collaboration, and from short-term wins to lasting impact.