Leadership in the Age of Complexity: Can We Build the Capacity to Think Beyond the Obvious?
How leaders can resist binary thinking and cultivate the cognitive flexibility needed to navigate uncertainty.
What if our biggest leadership challenge isn’t strategy, but the way we think? As systems grow more complex, our instinct is to simplify, seek control, and reduce nuance. But what if the key to effective leadership is the exact opposite—building the mental and emotional capacity to sit with complexity, contradiction, and uncertainty?
Last night, I spoke with two of the sharpest minds I know—women who have spent their careers mastering the complexities of finance, government, and social impact. Their insights? Sobering. As one of them observed, her current work on boards and in advisory to social impact investors she sees that the original motivation to improve social impact in one part of the system has quickly necessitated spanning out and see the bigger picture of the systems that all feed into that social impact - essentially to start questioning assumptions in layers of impact across the globe. She reflected that it is no longer possible to really get clear on impact if you don’t take the multisystems approach. And sadly, many boards, investors and leaders don’t have the cognitive stamina or capacity to go full out to find creative solutions in that morass of complexity.
This seems natural to me, as a coach I am working with layers of identity and context that also entails multisystems awareness. If you are a leader in a complex organisation this is critical as well. It seems that even that competency (multisystems in the social context; sometimes called politic or relationship intelligence) is being stretched to the limit as so many systems are collapsing, the stress takes its inevitable toll. We all need to find ways to build our capacity for new ways of thinking, unless we want to pull the covers over our heads and trust AI will find the ultimate solution without our participation.
I have been contemplating what might be a “quick” entry point to start learning more about the multiple systems but also generate more capacity to entertain these various perspectives.
In chaos, we cling to order. We seek structure, protection—certainty. But that instinct forces us into black-and-white thinking, limiting our ability to lead with nuance. This is the trap of linear cognition.
Binary thinking gives the brain clarity—but at a cost. It strips away nuance. Narrative thinking does the opposite. It allows complexity to breathe, pulling from deeper, older cognitive processes. This is the stuff of legend, as it’s said.
When we are in binary thinking, we have already left critical thinking behind, or at least limited its value since eventually confirmation bias will lead us back to the same binary stance without innovation. In a narrative, there is movement, change, multiple perspectives. So let’s break this down.
To make room for more nuance and power of multi-perspective analysis we need to create capacity to deal with chaos.
Easy.
The first step? Metacognition—the art of observing your own mind at work. At its simplest, it’s noticing that you’re thinking. That a story is unfolding in your head. That it’s shaping how you see the world.
Following that insight, a deeper exploration is possible; what story am I telling myself? This is where it gets interesting, because if you ask yourself why you are telling that story you will inevitable come back to some form of belief. We carry many beliefs, and just like passengers on the buss, some are louder and more obvious than others.
We are not generally trained to talk about belief from a multi-perspective because most of us have grown up in mono-religious contexts, or have been taught that logic is king. Without going into my own strong beliefs about the necessity to liberate our very ability and choice to believe - I will break this down from a more tangible perspective.
If you believe you have the freedom to question, challenge, and innovate, your thinking evolves. This is how we adapt. But if questioning feels dangerous, unnecessary—or worse, boring—you’ll stay exactly where you are. Your choice.
If you are curious to see what might happen if you open that dusty door, and how you might transform yourself and your idea of leadership - read on.
The Unconscious Side of Leadership: Why Spirituality and Caution Are Critical in Cultivating Leadership and Collaboration
Leadership isn’t just about decisions, delegation, or KPIs. It’s about something deeper—the unseen forces that drive us, shape us, and pull others into our orbit. Drawing on Jungian (the ultimate psychologist of the individual and the collective stories we tell) concepts of the unconscious, we can understand leadership as an archetypal dynamic rooted in the collective psyche (collective stories), where spirituality, psychology, and even the shadow side of leadership come into play. It’s not just the impact of what we do, it is the story we give it, and the person we become because of it.
Leadership and Spirituality: Navigating the Depths of the Psyche
In Jungian terms, the unconscious is a vast reservoir of symbols, instincts, and archetypes. Leadership, when viewed through this lens, becomes more than a role—it becomes a journey of individuation (self-actualisation in Maslow’s Pyramid) for both the leader and their collaborators.
Spirituality, here, is not confined to religious practice. It refers to a connection with the deeper aspects of human experience: meaning, purpose, and belonging. A great leader taps into this spiritual dimension, using it to guide themselves and others toward a vision that transcends the mundane. This is where strategy can gain huge momentum as a verb - making meaning of the goals at hand.
Think of the archetype of the “Wise One” or the “Hero” that resides in our collective unconscious. A leader who embodies these archetypes can inspire loyalty and action through resonance with the shared human desire for purpose and transformation.
Yet, just as spirituality can elevate leadership, it also carries risks. The shadow side of the leader—the unconscious drives for power, control, or validation—can turn this spiritual connection into something exploitative. This is where the parallels to cult dynamics become evident, and where caution becomes critical.
When Leadership Becomes a Cult: Understanding Followership Through Organizational Culture
Modern organisations often employ principles similar to those used by cults to build strong cultures and followership (as opposed to collaboration.) Branding, storytelling, rituals, and symbols are used to foster a sense of belonging and identity within a group. Mission statements become mantras, and charismatic leaders can take on messianic roles. I’m sure you have seen this either in your own experience or the way in which hero-worship in industries like Technology have evolved.
This is not inherently bad. Humans are wired to seek connection and shared purpose. Organisational culture thrives when people feel part of something larger than themselves. However, the line between an inspiring culture and a controlling one can blur when leaders become overly evangelical in their approach.
In cult-like environments, dissent is often discouraged, groupthink prevails, and the leader’s vision is elevated to an unquestionable truth. Organizations that fall into these patterns may achieve short-term loyalty, but they risk long-term stagnation and burnout among employees. Coming back to the story, is this the story present in your leadership, in your organisation?
The Dangers of Evangelical Leadership
Evangelical leadership—the unwavering belief that one’s vision or method is the “one true way”—can be dangerous. While conviction is a vital trait for leaders, too much of it can lead to arrogance, dogmatism, and an inability to adapt.
When leaders become obsessed with their own vision, they stop seeing others and miss the opportunity to see a wider ecosystem. They miss the shadow side of their leadership—the way it alienates, controls, or silences. Innovation dies. Conformity takes its place.
Furthermore, the unconscious dynamics of projection come into play. Followers may project their own desires for meaning and direction onto the leader, elevating them to a status they cannot realistically sustain. This creates a toxic cycle of dependency and eventual disillusionment.
Striking the Balance: Spiritual Awareness Without Evangelism
So, how can leaders integrate spirituality into their leadership while avoiding the pitfalls of evangelicalism? Here are some guiding principles:
1. Self-Awareness and Shadow Work: Leaders must engage with their own unconscious, exploring their motivations, fears, and blind spots. Jung called this process “shadow work”—facing the parts of oneself that are repressed or ignored. This is what I meant by becoming aware of your stories. By doing this, leaders can avoid projecting their unresolved issues onto others or using their position to satisfy egoic needs. Projection is in some ways a process by which we force people to play the part we expect, without leaving room for adaptation or innovation in behavior.
2. Humility and Curiosity: True leadership is not about having all the answers but about asking the right questions. This is becoming ever more evident with the advent of AI, since it is a pure logic, the questions and critical responses to answers drives the potential value of how we can collaborate with AI. Leaders who remain open to feedback, learning, and diverse perspectives create a culture of psychological safety where creativity and authenticity can flourish - opening for more capacity in the system to innovate.
3. Shared Purpose, Not Blind Loyalty: Organisations could aim to inspire commitment to shared values and goals rather than loyalty to a specific leader. This ensures that the mission transcends any one individual, reducing the risk of unhealthy power dynamics.
4. Fostering Individuality Within Community: Leadership could encourage individuation—the process of becoming one’s authentic self—both for the leader and the team. This means balancing collective goals with respect for individual autonomy and self-expression.
5. Spiritual Connection, Not Manipulation: Leaders can draw on the spiritual aspects of leadership to inspire, but they must do so with integrity. This means avoiding emotional manipulation, fostering transparency, and allowing space for healthy skepticism and dissent. This is the individual exploration of our inner beliefs as much as it is understanding that we have tendencies to manipulate when we want to protect something. What are you protecting?
Conclusion: Leadership as a Spiritual and Psychological Practice
Leadership isn’t prophecy. It’s not about saving anyone or simply controlling for an outcome. It’s about walking the path with others—building capacity, holding space for nuance, and making room for transformation. In doing so, we honor not only the power of leadership but also its profound responsibility.
That requires more than just strategy. It requires awareness—of your own thinking, your assumptions, and the narratives shaping your perspective.
So, here’s something to consider:
• When faced with uncertainty, do you instinctively reach for control, or can you stay with the questions a little longer?
• How often do you examine your own thinking before trying to change the minds of others?
• Where might a more nuanced approach help you see something you’ve been missing?
It’s not about always getting it right. It’s about building the capacity to engage with complexity without shutting down or oversimplifying.
The systems we work within are evolving. The real challenge is whether we can evolve with them.
Diana is an executive coach and leadership specialist exploring the intersections of leadership, storytelling, and the unconscious. She works with CEOs and organisations to cultivate meaningful leadership that empowers both individuals and teams.