I belong to a WhatsApp group of 150 members, brought together by fate after an investment many of us made 15 years ago. As you can imagine, it’s a diverse mix of people from all walks of life. Progress has been slow. Promises reneged. Trust eroded.

For the past few weeks, I’ve been observing the behaviour of members about decisions that affect their investment. About 10% have aired their views, even less attend meetings. A smaller number have suggested a change in leadershsip, but guess what, not one has volunteered to take action or step up.

I was just as passive (trust me, things have changed). For years, I barely skimmed through messages, until recently after a request for a levy to fund a project. I realised that a handful of people can attend a meeting and make decisions that affect all the members. This is typical of groups, as my estate association is similar, but while reflecting on the behaviours observed, it triggered an insight…a gap. How we overlook a fundamental issue in leadership. The fact that most people are reluctant to lead.

The Overlooked Gap in Leadership Development

Organisations invest heavily in leadership programmes; training, coaching, exploring leadership theories, and studying the lives of great leaders.

But in all of this is an assumption, that leadership is most people’s ultimate desire and destination. We fail to acknowledge that reluctant leadership is a thing.That leadership, is a role many if not most people don’t want. So, we have designed and delivered programmes that equip people to survive leadership rather than thrive in it. Inevitably, outcomes suffer because our assumptions are flawed.

The Desire to Lead Matters

How often do leadership programmes assess the desire to lead? Rarely. Is this an important step? I believe it is. Because, your thoughts have a big impact on your behaviour. Your desire to lead affects how you show up as a leader. A reluctant leader fights an uphill battle, operating against their natural grain. Picture being dragged, kicking and screaming. I know this firsthand; for me, leading in business has often felt like a prolonged battle, as my heart lies in creative work; writing, speaking and advising where I feel more fulfilled and truly enjoy what I do.

Compare the thought process of a reluctant leader to someone who views their role as purposeful and part of an important mission? While many leaders demonstrate passion to contribute to positive change, how many, are truly passionate about leading in itself?

A Familiar Example

In our association, for instance, the Chairman is often quick to remind members that he is not being paid 😁.  But his stance is half the challenge, what about the 150 people who are unwilling to step up? Both examples capture the mindset of reluctant leadership where the desire to lead is absent.

Towards a Pipeline of Willing Leaders

So, what makes leadership unattractive to so many, especially those who might make excellent leaders? Could reluctant leaders, with the right motivation and support, turn out to be some of the best leaders? I believe so.

The challenge before us is to reduce spectatorship and build a pipeline of willing, passionate leaders who step forward when it matters most. People who answer the clarion call when it is time to take action.

Leadership development must evolve; be designed differently. It should not only focus on skills and competence but also on motivation, the desire and will to lead. Leadership, then, is reframed, not seen as a burden of responsibility, but as an opportunity, a platform to work with purpose and meaning, influencing positive outcomes for self, others, and society at large.

Your thoughts?

Dr. Adora Ikwuemesi Speaks, writes and advises on human resources management, and enhancing career lives.