By: Carol Vallone Mitchell Ph.D. , Talent Strategy Partners LLC

“Traditional” directive leadership appears to have gotten a second wind. Leadership consultants at Korn Ferry report a resurgence of top-down management as evidenced in the return-to-office mandates and public comments by some CEOs criticizing underperformers. Corporate leaders, particularly in tech and finance, seem emboldened by a “move fast and break things” mentality.   Executives who confidently navigate disruption, make tough decisions, and do it with bravado are often celebrated.

Historically, tight control and chain-of-command leadership were essential in a task-based, manufacturing-oriented world of work. Although those environments still exist, organizations are now predominantly knowledge-based and matrixed, organized by project, product, or process rather than by a hierarchical structure.

So why this resurgence of directive leadership? Maybe it never really went away.

There have always been leaders who, under pressure, double down on their directive style, trying to gain control, perhaps to ease their own discomfort. And we are certainly living in a more turbulent time. But despite the authoritative, chainsaw-cutting behaviors demonstrated in the current environment, both inside and outside our corporate walls, this is not the type of leadership companies need now.

What Today’s World of Work Demands

For over a decade, thought leaders have discussed how the volatile, uncertain, complex, and ambiguous world in which we live (a VUCA world), requires the skills exhibited by collaborative leaders. Such leaders put ego aside, involve people with relevant expertise in decision-making, and display empathy and trust. They foster unity across organizational silos to make decisions quickly, gain cross-functional collaboration, and create cohesive teams.

Research by McKinsey and others consistently shows that companies embracing collaborative leadership outperform their peers and experience greater innovation, higher employee engagement, and long-term profitability.

So, again, why this resurgence of directive leadership? Do leaders believe that maintaining or gaining control requires them to abandon empathy and trust?

It’s Not Either/Or: Leaders Can Drive and Care at the Same Time

HBR recently published research showing there is not a necessary trade-off between making progress and taking care of people. Leaders can be inclusive and empathetic while still maintaining control, and in fact, such leaders often achieve better results.

Although collaborative leadership is best known for its features of inclusiveness, empathy, and emotional intelligence, it is not devoid of driving results, or holding people accountable for achieving challenging goals. In fact, these are key leadership skills in the portfolios of collaborative leaders. What makes the difference is how collaborative leaders exhibit these skills.

Two Skills That Set Collaborative Leaders Apart

In my twenty years of studying successful collaborative leaders, I’ve discovered that there are two skills that allow them to be directive without losing employee engagement and participation: driving mission and meaningfulness, and cultivating shared accountability.

Driving Mission and Meaningfulness

Collaborative leaders inspire others to embrace the mission of the organization as a catalyst to unify the workforce. They reinforce the purpose of the organization, tell a compelling story of “who we are” and “where we are going.” They foster an ethical culture and mentor emerging leaders who will care for the culture.

With purpose front and center, leaders enable their employees to appreciate the “why” and get on board with initiatives. Communicating a shared sense of purpose creates alignment so people can productively engage in collective problem solving and decision making. In this environment, leaders do not need to rely on command-and-control tactics to push progress.

Cultivating Shared Accountability

Collaborative leaders cultivate accountability, making it a reciprocal imperative by sharing goals and by holding themselves responsible for their peopleʻs success. They actively contract with others, clarify roles, and clearly communicate how each person contributes. They fuel others’ efforts by expressing confidence that they “can do it,” and they work alongside them to ensure that they do. They build a network of relationships to stay connected and monitor project progress, creating a process to maintain collaboration and accountability in a collegial way.

Rather than the old way of driving accountability by “holding their feet to the fire,” collaborative leaders coach people to greater performance. They focus on getting their team into a “cadence” where they establish interdependencies around goals.

Driving mission and meaningfulness, and cultivating shared accountability engage people and build trust while driving productivity and accountability. They orchestrate to direct, coordinating people around organizational purpose and shared goals.

About the Author

Carol Vallone Mitchell Ph.D. In 2001, Carol co-founded Talent Strategy Partners LLC, a leadership development consultancy that helps companies maintain a robust leadership pipeline through succession planning and leadership development.

Carol’s leadership research led to authoring the books Collaboration Code: How Men Lead Culture Change and Nurture Tomorrow’s Leaders and Breaking Through “Bitch”: How Women Can Shatter Stereotypes and Lead Fearlessly. She has written numerous articles for the Huffington Post and other publications, including Chief Learning Officer, TD magazine, Forbes, WorldatWork Workspan, Thrive Global, Philadelphia Business Journal, and Fast Company.

Carol received her doctorate in Organizational Behavior from the University of Pennsylvania, where she developed a behavioral profile of success for women leaders. Carol is chair of the Leadership Subgroup for Beacon, a premier executive networking organization. She is also a member of Philly SHRM’s Thought Leadership Team.

Contact Information:

Carol Vallone Mitchell, Talent Strategy Partners LLC | http://www.tsphr.com | cvmitchell@tsphr.com | https://www.carolvallonemitchell.com

Editor: Dennis Paris

Becoming a Philly SHRM Thought Leader

We are always looking for inspiring minds! If you are interested in learning more about how to become a Philly SHRM Thought Leader, offering your professional views about this or any Thought Leader article, or want to chat about contributing content on a hot or innovative HR-related topic, please reach out to Dennis Paris and Evelyn Reed, SHRM-SCP, SPHR, Co-VPs of Thought Leadership at: thoughtleader@phillyshrm.org

By: Ragine Williams, M.S., SHRM-CP

This thought-provoking article is meant to evoke your response, which will be read and responded to by the author. Select comments may be published in the next issue to continue the conversation.

Enjoy reading, and let us hear from you!

Let’s be honest, Diversity, Equity, and Inclusion (DEI) has been taking some hits lately. From legislative pushback to social media backlash, it can feel like the tide is turning against the work many of us have been building for years. But for HR professionals, especially here in Philadelphia, a city rooted in revolution and resilience, this isn’t the time to retreat. It’s the time to evolve. Say it in full: Diversity, Equity, and Inclusion, not just DEI. Because when we say the words, we remember the purpose.

Here’s how we can stay grounded and keep pushing forward in a way that’s impactful, strategic, and real.

Align Diversity, Equity, and Inclusion with Your Business Strategy (Not Just Your Values)

It’s not enough to have a Diversity, Equity, and Inclusion statement on your website. Real impact comes when Diversity, Equity, and Inclusion is baked into your company’s core goals—from talent development to customer experience. That alignment not only drives results but also protects Diversity, Equity, and Inclusion from becoming a “nice-to-have” when times get tough.

Pro tip: Try linking Diversity, Equity, and Inclusion goals to KPIs that already matter to leadership, like employee retention, innovation, or engagement scores.

Use Data to Tell Your Story (and Drive Change)

Metrics matter. You can’t improve what you don’t measure. Use demographic data, pulse surveys, and exit interviews to paint a clear picture of your workforce—and to track where change is happening (or not).

Tool to try: Consider a DEI Dashboard — a simple way to turn data into insight and action.

Prepare Your People for Tough Conversations

In a polarized world, it’s risky to avoid sensitive topics, but it’s equally risky to jump in without a plan. Train your managers and employees to engage with empathy and respect. Create spaces where people can learn, challenge ideas, and grow, without fear.

Local recommendation: Check out the Philly SHRM LiftLab, a local talent accelerator that frequently offers Diversity, Equity, and Inclusion and inclusive leadership programming tailored for Philly professionals.

Stay Ahead of DEI Trends

Diversity, Equity, and Inclusion is always evolving, so your approach should, too. Don’t rely on one-time trainings or last year’s playbook. Read widely, attend conferences, and keep up with legal changes and emerging best practices.

Try this: Follow the Philly SHRM “HR Fresh Take” podcast, which features various thought leaders whose insights include bridging HR, strategy, and inclusion.

Connect With Philly’s Diversity, Equity, and Inclusion Ecosystem

One of the best things about our region? The incredible Diversity, Equity, and Inclusion community. Collaborate with local nonprofits, chambers, and business coalitions that are advancing this work across industries.

Get involved:

• Philly SHRM: fill out the volunteer application and, at the bottom, express an interest in the DEI Committee
• The Chamber of Commerce for Greater Philadelphia’s Diverse Procurement Collaborative
• Philadelphia Office of Diversity, Equity, and Inclusion

Own the Narrative

There’s been a lot of noise lately, but let’s not forget— Diversity, Equity, and Inclusion is about making work better for everyone. It’s about access, fairness, and tapping into the full potential of your workforce. Don’t let fear water down your messaging. Speak confidently, back it up with results, and remind your teams why this work matters.

Final Thoughts

Diversity, Equity, and Inclusion isn’t a trend. It’s a commitment—and the HR community here in Philly is more than equipped to lead it. Whether you’re just starting out or deep into the work, remember that progress doesn’t always look like a straight line, but every step forward counts.

About the Author

Proudly known as the ultimate Diversity geek and disruptor, Ragine Williamsis deeply passionate about revolutionizing workplace dynamics by embedding fresh perspectives of diversity and inclusion. She is a graduate of La Salle University with a Master’s Degree in Human Capital Development. She is driven by the mission of reinstating the human element in Human Resources, ensuring each employee feels genuinely valued and appreciated.

Currently, Ragine serves as the Leader of DEI Recruiting, Reporting, and Outreach as part of the Workforce Development Team at SEI. In this role, she is resolutely committed to fostering an environment of equality and safety for all employees while expanding her impact. Continuously striving for innovation, she endeavors to infuse diversity, equity, and inclusion into every facet of her work. She is also Vice President of Diversity, Equity & Inclusion at the Society for Human Resource Management Philadelphia Chapter, further amplifying her commitment to driving positive change. And Ragine is a content contributor to Philly SHRM’s Thought Leadership Team.

Editor: Dennis Paris

Becoming a Philly SHRM Thought Leader

We are always looking for inspiring minds! If you are interested in learning more about how to become a Philly SHRM Thought Leader, offering your professional views about this or any Thought Leader article, or want to chat about contributing content on a hot or innovative HR-related topic, please reach out to Dennis Paris and Evelyn Reed, SHRM-SCP, SPHR, Co-VPs of Thought Leadership at: thoughtleader@phillyshrm.org