In the previous article, we explored how leaders can intentionally develop purposeful people leadership, an approach that transforms teams and organisations by aligning individual purpose with collective contribution.
While this aspiration is noble and deeply impactful, it is not without its complexities. In this post, we examine the challenges, paradoxes, and tensions that arise when we choose to lead people purposefully.
Cognitive Aspects
One of the first complexities arises from how people cognitively make sense of the notion of purposefulness. The concept of “purpose” is often misunderstood or conflated with goals. While goals are specific outcomes we strive to achieve, purpose is the deeper reason behind those goals, the “why” that gives them meaning. This distinction is not always clear, and many team members may struggle to grasp its relevance. Some may view purposefulness as abstract or philosophical, disconnected from the practical realities of work.
Moreover, individuals interpret purpose through the lens of their own experiences, beliefs, and values. What feels purposeful to one person may seem irrelevant or even threatening to another. Leaders must navigate these differences with sensitivity, helping people explore and articulate their own understanding of purpose without imposing a singular definition. This requires patience, dialogue, and a willingness to embrace ambiguity.
Practical Aspects
Even when the cognitive understanding is in place, practical challenges emerge. Purposeful people leadership demands time, attention, and resources, commodities often in short supply in fast-paced organisational environments. Leaders may struggle to balance the demands of performance with the slower, more reflective process of developing people purposefully. There is often pressure to deliver results quickly, leaving little room for deep conversations or personal growth.
Additionally, aligning roles with individual purpose is not always straightforward. Organisational structures, job descriptions, and operational constraints may limit flexibility. Leaders may find it difficult to place people in roles that fully resonate with their purpose, especially in large or rigid systems. This can lead to frustration and disengagement, both for the leader and the team member. Purposeful leadership, therefore, requires creativity and courage to challenge norms and redesign work in ways that honour both individual and organisational purpose.
Psychosocial Aspects
The emotional and psychological dimensions of purposeful people leadership are equally complex. Team members bring with them a range of psychosocial realities such as emotional wounds, limiting beliefs, mental health challenges, and varying levels of self-worth. These factors influence how they respond to purposeful leadership. Some may embrace it with enthusiasm, while others may resist, withdraw, or feel overwhelmed.
Leaders must be emotionally mature and empathetic to support their teams through these challenges. This involves deep listening, vulnerability, and the ability to hold space for discomfort and growth. It also requires self-awareness, as leaders must manage their own emotional responses and avoid projecting their expectations onto others. Without adequate support, the emotional labour of purposeful leadership can lead to burnout or disillusionment.
Contextual Aspects
Finally, broader contextual factors shape the experience of purposeful people leadership. Economic pressures, political instability, cultural norms, and organisational history all influence how purposefulness is received and enacted. In some contexts, speaking about purpose may be seen as idealistic or irrelevant. In others, it may be embraced as a path to resilience and renewal.
Leaders must be attuned to these dynamics and adapt their approach accordingly. They must recognise that purposeful leadership does not happen in isolation—it is shaped by the environment in which it is practised. This includes understanding the values of the organisation, the expectations of stakeholders, and the lived realities of team members. Purposeful leadership, therefore, is not a fixed formula but a flexible, evolving practice that responds to context with wisdom and compassion.
Conclusion
Navigating the complexities of purposeful people leadership begins with acceptance of such complexities. It is not a smooth path; it is a courageous commitment to lead with values in a world that often challenges them. Leaders must cultivate emotional maturity, seek support, and remain grounded in their evolving purpose. They must also celebrate small victories, moments when a team member finds clarity, when a decision reflects values, or when a policy is realigned with purpose.
As I wrote in my doctoral thesis: “Adjusting one’s lifestyle in this manner takes courage, determination, and self-discipline. However, persisting with such an aspiration leads to an improvement in the quality of life, generating happiness which, in turn, encourages persisting in being purposeful.” (De Silva, 2024)
Purposeful people leadership is not about perfection; it is about progress. It is about showing up with authenticity, making space for growth, and leading others toward a life of meaning. The complexities are real, but so is the impact.
In the next article, we will explore how purposeful leadership can be cultivated at the organisational level, creating cultures, systems, and strategies that support purposefulness across the enterprise
References
De Silva, R. L. G. (2024). Living Purposefully: An Inquiry into the Life of a Leadership Development Practitioner. (Doctoral dissertation, Hult Ashridge).
