A quieter risk is emerging inside organizations: leaders are not just overwhelmed — they are stepping back. According to an article published in Harvard Business Review by leadership expert Merete Wedell-Wedellsborg, many executives are experiencing a subtle erosion of agency — a sense that their actions no longer shape outcomes as they once did.
This psychological withdrawal, as explored in the piece, can lead to rigidity, overcontrol or disengagement — none of which serve organizations navigating complexity. Instead, Wedell-Wedellsborg argues that leaders must develop what she calls “negative capability”: the ability to operate without clear answers, stable rules or predictable paths.
From this foundation, she outlines eight practical moves to help leaders — and their teams — regain a sense of direction and control:
Start by acknowledging reality. What has changed? What hasn’t? Leaders must actively replace outdated assumptions with a clearer narrative of the present.
Uncertainty does not equal collapse. Reframing instability as manageable — rather than catastrophic — helps teams stay grounded and functional.
In moments of flux, people look for stability. Highlight what remains solid — whether it’s culture, capabilities, or resources — to reinforce confidence.
Not everything will “go back to normal.” Leaders must help teams recognize which shifts are permanent, reducing denial and passive waiting.
In uncertain contexts, simply pushing decisions downward can increase anxiety. Instead, leaders should stay close, sharing responsibility and navigating ambiguity together.
Familiar strategies may no longer apply. Seek new voices, perspectives and approaches — especially those outside the usual circle of trust.
Under pressure, organizations tend to tighten control. But creativity and experimentation are essential to unlock new solutions — especially when old models fail.
Small habits can reveal deeper withdrawal. Paying attention to these signals — and adjusting accordingly — helps leaders regain presence and intentionality.
As highlighted in Harvard Business Review, the challenge facing leaders today is not just strategic — it is deeply human. In environments where certainty is scarce, the ability to stay engaged, adaptive and psychologically present may well be the defining leadership capability of this decade.
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Source: HBR
