The Three Roles Every Leader Must Play
And Why They Matter to Individuals, Teams, and the Whole Organization
What does great leadership actually do?
Gallup defines leadership through three distinct, interconnected roles:
Leading Self
Leading the Business
Leading Others
Each role plays a vital function - not only in a leader’s personal growth but in how that leader impacts team performance and overall organizational success. When one role is overlooked or underdeveloped, cracks begin to form: disengagement creeps in, clarity fades, and results suffer.
Let’s explore what each role looks like and why it matters so much.
1. Leading Self
"My leadership style, strengths, and blind spots."
This role begins with awareness. Leaders must understand their own natural talents, values, and habits because whether they realize it or not, their presence shapes every room they walk into.
When leaders invest time in knowing themselves - what energizes them, how they make decisions, where their blind spots lie - they make better choices. They show up with intention rather than reaction. And they lead from a place of authenticity.
I’ve had managers like this - leaders who knew themselves so well that their consistency became a gift to the team. They understood how best to show up for their people and for each person’s unique needs. And they knew when to outsource or seek support for things that didn’t fall within their natural strengths. That level of self-awareness created an environment of trust and respect that elevated the entire team.
Leaders who know themselves build trust faster. Their consistency becomes a model for others.
When this role is neglected, it often shows up as miscommunication, reactive leadership, or even burnout - not just for the leader, but for those around them.
2. Leading the Business
"The collective success of the executive team."
This is the zoomed-out view. It’s about strategy, alignment, and shared purpose at the leadership level. When executive teams operate in silos or prioritize personal wins over team success, everyone feels it - especially frontline managers and employees.
Leaders who lead the business well create clarity. They rally around a vision. They translate strategy into direction and remove barriers to execution.
When leadership teams are aligned, the ripple effects reach every employee.
I’ve seen what happens when this isn’t in place - like in school districts where one building thrives while others flounder. It might seem like a win for the high-performing school, but it actually erodes trust and unity across the district.
Staff and families start asking, Why do they get more support? Why do things seem easier over there?
And instead of lifting everyone up, the imbalance breeds frustration, resentment, and disengagement.
Leading the business means building shared success - not isolated victories.
When the executive team leads with unity and collective purpose, it becomes possible to scale what works, share best practices, and ensure every school, department, or team has a fair shot at success - elevating the entire organization.
3. Leading Others
"Engaging, motivating, and managing my team."
This role is where leadership becomes personal. It’s not just about managing tasks - it’s about engaging people.
Gallup’s research is clear: 70% of the variance in team engagement is due to the manager. That means leaders have incredible power to shape the daily experience of employees - for better or worse.
Leading others well means creating the conditions for engagement. That includes:
- Clarifying expectations
- Recognizing accomplishments
- Creating opportunities for development
- Caring about people as people
- Listening to ideas and acting on them
These aren’t just nice-to-haves. They’re embedded in the Gallup Q12, the research-backed elements that drive engagement and performance. When leaders are intentional about meeting these needs, motivation and productivity follow.
At the heart of it all is psychological safety - the belief that it’s safe to speak up, take risks, and be yourself at work. Leaders who foster this environment unlock their team’s full potential.
When leaders prioritize engagement, employees are more likely to stay, grow, and thrive.
Why These Roles Aren’t Optional
Each role supports the others. A leader who hasn’t done the work to lead themselves will struggle to lead others effectively. A team leader who doesn't understand the broader business goals might drive results in the wrong direction. An executive who only focuses on strategy and neglects people leadership risks disengagement at scale.
I use the concept of these three roles to help leaders and teams determine where they need support and what must be prioritized. Strong leadership isn’t about doing it all perfectly; it’s about noticing, naming, and growing with intention.
Want to go deeper?
If you’re ready to explore how these three roles show up in your leadership or how to support your leaders in growing each role, let’s talk. Whether through CliftonStrengths coaching, executive team facilitation, or employee engagement strategies, I’d love to support your journey.
Because when leaders grow, teams thrive.
And when teams thrive, organizations - and the people in them - win.