Leadership is about behavior, not hierarchy. Leaders are those who mobilize, who listen, who act with purpose. It's not the title that defines a leader; it's how they relate to others, how they take responsibility, how they react to pressure, and, above all, how they communicate. In many companies, true leaders aren't at the top of the organizational chart. They're on the front lines, among their colleagues. They're the ones who welcome new members, who offer help without being asked, who have the courage to raise difficult topics when no one wants to talk.
“Leadership is behavior, not hierarchy.”
Have you noticed that in almost every team there's that one person everyone turns to when they need clarity or support—even if they don't have a formal position? This is informal leadership, and it's perhaps the most genuine. It's this person who creates culture, shapes behaviors, and supports the team behind the scenes.
I remember a practical example from a distribution company, right here in Luanda. A warehouse employee—without any leadership role—identified a pattern of failures in logistics and proposed a simple solution. The result? A 30% reduction in delays. He didn't wait for authorization. He didn't use power. He used observation and proactivity. And that, let's face it, is leadership.
On the other hand, there's the trap of the empty position. People with titles but no influence. With formal power but no moral authority. Managers who impose rules but don't inspire behavior. Bosses who fear silence and fill everything with orders. In companies like this, the atmosphere grows heavy, motivation evaporates, and talent walks out the door.
How many companies do you know where the "boss" is merely a figurehead, while the true leaders are in the hallways, in the meeting rooms, in the WhatsApp groups?
We need to review promotion criteria, stop rewarding only those who shout the loudest and start recognizing those who build bridges, resolve conflicts, and inspire by example. The solution isn't just training—although that's essential. It also involves active listening, genuine feedback, and the courage to admit that not every manager is, in fact, a leader.
Ultimately, leadership is about embracing your impact, even without the official title. It's about asking yourself: "What does my presence do to others?" Because leadership isn't about commanding. It's about influencing with awareness. It's about communicating with empathy. It's about acting with intention.
And that's why I insist: leadership doesn't reside in the position. It resides in posture. It resides in commitment. It resides in how you act when no one is looking. The position may open a door. But it's the attitude that maintains respect.
"The position may open a door. But it's the attitude that maintains respect."
In an Angola undergoing a process of corporate reinvention, those who know how to value this silent leadership—which occurs in pauses, between the lines, and through example—will always be one step ahead.
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