ORGDYN xxx (xxxx) xxx

Contents lists available at ScienceDirect

Organizational Dynamics
journal homepage: www.elsevier.com/locate/orgdyn

Becoming an existential leader: A leadership toolkit for existential thinking

A R T I C L E I N F O A B S T R A C T

Keywords: In the wake of the pandemic’s upheaval and amplified by swift technological strides, organizations have un­
Leadership dergone a profound transformation —one that demands leadership approaches capable of addressing deep-
Existential thinking seated human concerns. By focusing on the core existential workplace challenges of mortality, uncertainty,
Relatedness
freedom, responsibility, authenticity, and belonging, this article introduces the concept of “existential leader­
Search for meaning
Existential anxiety
ship.” By engaging with these fundamental aspects of the human experience, existential leadership offers a more
Freedom and responsibility human-centred approach for navigating the complexities of modern organisational life with greater depth,
resilience, and meaning in an era of unprecedented change. Drawing from key existential themes, this article
equips leaders with practical tools and reflective prompts which guide them in addressing existential concerns at
work, including fostering innovation through autonomy, creating inclusive cultures of belonging, and embedding
authenticity and meaning in leadership practices. By embracing existential leadership, managers can transcend
transactional approaches, nurturing workplaces that honour human existential givens and fulfil both their own
and their employees’ intrinsic desire for purpose. This framework redefines leadership as a deeply reflective and
relational practice, empowering organisations to thrive amidst uncertainty while supporting the holistic growth
of leaders and their teams.

“The ongoing excavation of the leadership concept is part of a deeper Before the pandemic, John was a project manager at a busy tech
search for the meaning of life, a search for how each of us, mere mortals, company. His 9 am–5 pm work routine involved commuting to the
fit into the larger picture.” office, participating in face-to-face meetings, collaborating with his
team members in person, and adhering to a fixed schedule. He had a
-Lipman-Blumen
well-defined separation between work and personal life. The phys­
ical office space was the hub of activity and interaction, enabling
Introduction quick decision-making and spontaneous discussions. However, when
the pandemic struck, John’s company had to rapidly transition to
The contemporary business landscape stands as a testament to the remote work to ensure the safety of its employees. Suddenly, John
profound reconfiguration of work dynamics, driven by the pandemic, found himself working from his home office. While this allowed him
the rise of artificial intelligence, and relentless technological progress. to avoid commuting, he now faced challenges related to setting up a
Leaders today face the pressing challenge of reimagining productivi­ productive workspace, dealing with potential distractions, and
ty—not as a static measure of time-bound tasks, but as a dynamic metric maintaining a healthy work-life balance. The lines between work and
grounded in outcomes and value creation. This paradigm shift necessi­ personal life blurred for John and his team. The absence of a physical
tates the cultivation of flexible work ecosystems that transcend tradi­ office made it harder to “leave work” at the end of the day, poten­
tional schedules, and align with the diverse needs of a globalised, hybrid tially leading to burnout. The isolation caused by remote work began
workforce. As organisations navigate an increasingly volatile, uncertain, to impact John’s mental well-being. The lack of face-to-face inter­
complex, and ambiguous (VUCA) environment, adaptability and inno­ action with colleagues led to feelings of loneliness and disconnec­
vation have emerged as imperatives for sustained success. For instance, tion. The physical distance between employees made it challenging
consider the following scenario: to maintain the company’s vibrant culture and values. With remote
work, it was harder for John to nurture the employees’ sense of

E-mail addresses: dr.vedulasaibhargavi@gmail.com, sai.bhargavi@xlri.ac.in.

https://doi.org/10.1016/j.orgdyn.2025.101150

0090-2616/© 2025 Elsevier Inc. All rights are reserved, including those for text and data mining, AI training, and similar technologies.

Please cite this article as: Sai Bhargavi Vedula, ORGDYN, https://doi.org/10.1016/j.orgdyn.2025.101150
S.B. Vedula Organizational Dynamics xxx (xxxx) xxx

Fig. 1. Core existential workplace challenges.

belonging as they felt divorced from work. Amidst the pandemic, existential leadership as a powerful tool. This approach empowers
both John and his employees were deeply gripped by the fear of managers to understand and unravel leadership based on the human
falling ill or succumbing to COVID-19. The example of John’s does condition and existential inquiry. It equips them with a stencil to un­
not seem unusual in light of the paradigm shift which has been un­ derstand, tend to, accommodate, and reflect upon the existential givens
dertaken in the way we live and work. in the workplace. Fig. 1
John’s illustration brings home the point that organizational leaders,
Existential workplace challenges
being humans themselves, are confronted with such existential limita­
tions (fear of sickness and mortality, experiencing anxiety caused by
Death, temporality, uncertainty, and existential anxiety
uncertainty, loneliness, and boredom) due to the VUCA business envi­
ronment. This signifies more than a mere evolution in operations; it
One of the profound dilemmas that confronts us universally is our
marks a profound and transformative reimagining of leadership phi­
capacity to accept the fact that our presence on this planet is finite­
losophies, reshaping the very essence of how leaders think, act, and
—mortality is an inevitable part of the human experience. It may seem
inspire. The leadership paradigms should now emphasise empowering
overly pessimistic or defeatist to place such a strong emphasis on time
individuals—recognising that the future of work depends on unleashing
and temporality, given the incessant poignant reminder that life is too
human potential within frameworks that prioritise autonomy, belong­
short, and everyone will eventually die, but it can also serve as a clarion
ingness, and purpose. Therefore, a deep understanding of and attention
call to understand and appreciate the ephemerality of each passing
to the primordial existential human givens is needed– our innate desire
moment.
to be heard, understood, and appreciated; the significance of time and
By death, I not only mean the actual passing away and the natural
temporality; our encounter with and dread of ambiguity and uncer­
process of ageing but also the different symbolic meanings of ‘death’.
tainty; our innate and incessant quest for meaning; the central role of
Life is full of ups and downs, and sometimes it feels like we’re experi­
values and belief systems; and our need to experience belongingness
encing mini ‘deaths’ all the time –like when we lose confidence, hope, or
within ourselves, with others and in the world. Grasping this pulse of our
the end of something we cherished deeply: a relationship that we bared
finitude of human condition compels us to understand leadership from
our soul, a career to which we dedicated our all, or the death of our loved
an existential perspective.
ones. Each of these moments compel us to think about death and what it
It is also important to understand how I define leaders and their
means to us. Greenberg and his colleagues proposed in their Terror
leadership. When I refer to leaders, I intend to transcend beyond the
Management Theory (TMT), that human beings constantly grapple be­
conventional notion of leaders as merely those holding positional power
tween their evolutionarily hardwired fundamental instinct of self-
and formal authority within an organization. A leader, in my purview,
preservation and their rational “awareness of the inevitability of
can also be a manager who goes beyond managing tasks efficiently,
death”. There is no certainty about what will happen after the death of
organising systems, and meeting goals. A true leader breathes life into
an individual; he or she does not know how or when they will die, or
those goals and weaves a compelling narrative that inspires and engages
what will happen to their ‘being’ after death.
others. They cultivate a sense of voluntary commitment, transforming
Critically contemplating death means acknowledging our human
duty into a shared passion and purpose.
limitations, with one of the most powerful ones being ‘not knowing’.
This article (re)introduces a deeper understanding of the core
Human nature is driven by a relentless pursuit of knowledge, often
managerial issues through the lens of the human condition. I bring the
heralded by the adage ‘knowledge is power’. This drive fuels our
existential challenges of organizational life to the forefront and present

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endeavours, sparking exploration, learning, discovery, and innovation. meaning that title holds for us and the psychological impact it will have
However, while the pursuit of knowledge is inherently beneficial, the on us – both when we attain it and after we cease to hold it.
peril lies in the misconception that we can fully comprehend and sub­ To be an existential leader necessitates vigilance towards one’s own
sequently manipulate every facet of reality. This misguided notion leads understanding of time and temporality and its capacity to evoke exis­
to disillusionment when confronted with the stark realization of our tential anxiety. Existential leaders also go beyond merely acknowl­
inherent limitations. Many individuals find themselves grappling with edging their temporality and extend this consideration to those they
distress upon acknowledging the impossibility of absolute control over lead. They recognize that their team members and subordinates also
every aspect of existence. have their own temporal experiences and perspectives. By considering
The awareness of our mortality and the unsettling uncertainty of life how time and temporality impact the lives and careers of those they
can send shivers down our spines, stirring up a whirlwind of existential lead, existential leaders can foster a more empathetic and supportive
anxiety within us. This mortality cognizance induces a sense of para­ work environment.
lyzing terror. When we critically reflect upon death, this existential Reflection pointers that can guide leaders to cultivate existential
anxiety urges us to the realization that the existing cultural values, thinking from the lens of time and temporality at workplace:
structures, norms, beliefs which were previously shaped by the societal
conditioning no longer hold true. This prompts us to recalibrate our ● Intrapersonal reflections:
intrinsic needs, meaning, and purpose, which are neither contingent on ￮ To navigate “Mini deaths” at work:
nor controlled by choices dictated by our worldview. Acknowledging ■ What meaning do the titles I bear and the roles I play hold for
and critically reflecting over our vulnerable mortality isn’t necessarily a me? How do I see them?
plunge into hopelessness; rather, it imbues life with a profound gran­ ■ Understanding that my role as a leader in the XYZ organization
deur, highlighting its intrinsic transience. is transient, when my leadership role ceases and I am no longer
Picture this scenario in the dynamic world of organisations: playing a leadership role, what will happen to my sense of self
and meaning?
Ankita joined her firm Zenith Corp straight out of university, brim­
■ How can I prepare myself for the time when I am no longer
ming with ambition and eager to make a mark. Over the years, her
working?
career trajectory was meteoric—she became a senior manager in her
￮ To understand existential anxiety and embrace uncertainty at work:
early thirties, leading a high-profile division with a team of over 100
■ How can I comfortably sit with my existential anxiety, embrace
employees. Her professional identity was inseparable from her title.
uncertainty of work life and work positively with it to unlock its
“I lead the firm’s strategic advisory division,” she would proudly tell
potential for creativity?
anyone who asked about her role. Her life revolved around late
● Interpersonal reflections:
nights at the office, constant travel, and being the go-to person for
￮ To navigate “Mini deaths” at work:
her team and clients. Her professional success defined her self-worth.
■ What responsibility do I bear in considering the significance of
However, Ankita’s personal life often took a backseat. She missed time for a subordinate I must make redundant or someone who
family milestones, neglected friendships, and rarely allowed herself is retiring? What support or guidance can I offer to help them
moments of rest, convinced that her role as a leader was her ultimate during this transition?
purpose. Her dedication was fuelled by a subconscious belief that her ￮ To understand existential anxiety and embrace uncertainty at work:
work would leave an indelible mark on the world—an echo of ■ Am I unintentionally passing my existential anxieties onto
immortality in the finite span of human life. others instead of handling them myself? How might my unre­
solved anxieties be affecting those around me?
The ‘Mini-Death’: A career shift
■ How mindful am I of others’ need for certainty? Can I provide
In her late thirties, the firm underwent a major restructuring. Anki­ genuine and appropriate solutions that alleviate their anxiety
ta’s division was merged with another, and her role was eliminated. without perpetuating a false sense of certainty?
Although the firm offered her an alternate position, it lacked the
prestige and responsibility of her previous role. This change felt like Freedom and responsibility
a profound loss. The identity she had cultivated over decades—the
“leader,” the “problem-solver,” the “decision-maker”—was no longer The core principle of existential philosophy asserts that individuals
valid. are solely responsible for actively giving meaning to their lives, rather
than uncritically accepting the meaning structures established by society
Anita initially struggled to process this transition. She experienced
or religion. Without the assumption of a divine plan, our lives are shaped
existential anxiety, questioning her self-worth and purpose. If she
solely by our own agency and choices. The outcome of our lives is a
was no longer the leader she once was, who was she? Her nights were
direct result of our actions, rather than being influenced by external
fraught with doubts, and the idea of stepping into an undefined role
forces beyond our control.
filled her with dread.
Freedom, according to Sartre; a renowned existential philosopher,
This scenario vividly underscores the essence of the following emerges when we confront the void within us, decide on a purpose, and
argument: commit ourselves to it. This act of commitment is not passive; it’s a
Within an organizational context, most people feel that assuming a conscious leap toward self-creation—a process Sartre calls “transcen­
leadership role enables them to develop a clear sense of their self- dence”. Every choice we make, every action we take, is a commitment to
identity, which will be retained throughout their career. When a self we choose to become. Yet, even choosing to do nothing, is still a
inquired about their identity, they can respond by stating, “I am a leader choice—a testament to the ever-present power of our freedom.
in X organization,” and when asked about their occupation, they can Individuals often find this freedom uncomfortable because it evokes
reply, “I lead.” However, even if this information provided any insight anxiety and anguish, leading them to flee into self-deception and live
into an individual’s essence, it would merely serve as a temporary inauthentic lives. Everyone who exists in the world has the freedom to
identifier. There is nothing that lasts forever, and this is also true for the change at any time. In a world that offers no inherent meaning, it’s up to
role that we play as leaders within organizational settings (one of the us to actively carve out our own. In this uncertainty, the freedom to
many ‘mini’ deaths). It is important for us to reflect upon and be choose and search meaning to life carries a profound responsibility, one
cognizant of how we ‘are’ as leaders because we expend substantial tightly woven with anxiety and angst. Consequently, we must define for
energy and time in becoming leaders, but we seldom consider what ourselves what is morally right and wrong, as we are solely responsible

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for determining our own moral compass. “Elena, you’re afraid to share your freedom with others because you feel
If the freedom to choose and the responsibility to craft meaning are solely responsible if things go wrong. If you want your team to be creative,
so central to our human condition. It is important for us, as organiza­ they must have room to choose their own paths and bear the conse­
tional leaders, to contemplate on how to lead with authenticity and quences. That also means you have to let go—accept the anxiety that
purpose, embracing and navigating the core existential challenges of comes with shared accountability.”
freedom and responsibility. More specifically, as organizational leaders
Avery’s words unsettled Elena. She recognized that in clinging to
who seek to engage deeply with existential freedom, we must actively
total control, she was denying her team the freedom to shape pro­
examine our own position: how we perceive our freedom, how much
jects, and in turn, stifling their sense of purpose. Her fear of failure
freedom we claim, where its boundaries lie, and shoulder the weight of
was overshadowing the collective power of the team’s potential.
responsibility it entails. Equally, we must thoughtfully consider the
degree of freedom we are willing to extend to others, recognizing that Freedom challenges leaders intensely. Leaders vary in their willing­
their autonomous actions will inevitably shape our self-perception, in­ ness to share power with followers: some eagerly embrace shared re­
fluence our views of others, and impact the effectiveness of our lead­ sponsibility, while others fiercely retain control. Different individuals or
ership. In doing so, we confront not only the freedom we exercise but situations may favour either approach. Leaders who embrace shared
also the intricate dynamic of empowering others to navigate their own responsibility often do so out of an inherent commitment to empower
paths. This nuanced reflection is essential for fostering authentic, others, or from a reluctance to bear sole responsibility for they might
responsible leadership. fear making mistakes and facing blame for their decisions. Conversely,
Envision the following case scenario: leaders who resist sharing authority, believe that they are entitled to
make autonomous decisions and therefore, perceive alternative sug­
Elena Alvarez is a newly promoted senior manager at SatyamTech, a
gestions from others as challenges or signs of disrespect. Similarly, fol­
mid-sized software development firm known for its high-paced
lowers too, may either welcome shared responsibility or expect leaders
product releases. Having risen quickly through the ranks, Elena
to decisively lead without shifting burdens. These contrasting views on
built a reputation for meticulous attention to detail and hands-on
leadership and power-sharing can create significant pressures for any
oversight of her team. Yet, beneath her success lay a deep-seated
leader navigating these dynamics.
fear of failure. She worried that any mistake—hers or her team’­
Followers often perceive their leaders as having significantly more
s—would threaten her credibility. Despite SatyamTech’s ethos of
freedom than they do, with many believing that leaders possess “total”
freedom, Elena believes that granting too much autonomy might
freedom. If that were true, we could simply transfer all responsibility to
lead to errors or delays. She makes unilateral decisions, fearing the
the leader, much like an infant relies on an adult. However, parents
repercussions of failure, and rarely involves her team in strategic
understand that they don’t wield the ultimate power their children
discussions. As a result, she tends to centralize decision-making and
attribute to them—just ask any parent trying to potty train their toddler!
rarely delegates significant responsibility to her direct reports.
Parents can’t prevent their children from experiencing illness or pain,
Phase 1: The strained status quo whether physical or emotional. While they can take actions to support
their kids, doing so may inadvertently limit their freedom. For instance,
When Elena first assumed leadership over her new, larger group of
parents protect their children from dangers like fire, but they also need
engineers, she inherited a department struggling with morale. Elena,
to allow them the freedom to take certain risks; otherwise, those chil­
grappling with the pressures of tight deadlines and investor expec­
dren won’t develop into independent adults. One of the key challenges
tations, begins to micromanage her team. The engineers feel stifled
of parenthood is knowing how much freedom to grant and when. This
by micromanagement, fearing they had little freedom to explore
principle applies equally in leadership roles.
innovative solutions. Her team, once motivated by the company’s
Employees thrive when they have a certain degree of freedom—but
promise of autonomy, becomes increasingly disengaged. A talented
they also need to understand the boundaries. Innovation thrives on the
developer, Liam, stops contributing innovative ideas, saying,
freedom to unleash creativity, dive into experiments, and embrace the
“What’s the point? She’ll shoot it down anyway.” Another promising
possibility of mistakes. It’s about stepping into the unknown, daring to
developer, Jason, quietly nursed his frustration. He had a bold new
disrupt, and understanding that failure is often the spark for break­
idea for improving SatyamTech’s mobile app performance but lacked
throughs. True innovation demands an open space where ideas can
clarity on whether he was truly allowed to explore it. Uncertain and
breathe, grow, and, yes, sometimes stumble—because only by risking
anxious, Jason hesitates to bring it up for fear of being reprimanded
the fall do we reach the heights of discovery. As an existential leader, our
for deviating from Elena’s instructions.
role is to be clear about where those limits lie, why they’re there, and
Meanwhile, Elena felt the weight of the department’s performance how they work. It is far better to set these boundaries from the start than
targets. She told herself that her firm grip was necessary—if she let to let someone invest energy and creativity in an idea, only to find out
go of control, the team might steer projects off track. Her own exis­ later that they didn’t have the green light to pursue it. Equally impor­
tential anxiety manifested as an insistence on controlling every tant, employees need to feel safe in knowing if they’re encouraged to
detail. Ironically, her tightening grip amplified her team’s inau­ take creative risks (vis-à-vis psychological safety). They need reassurance
thentic engagement; they worked in a state of quiet compliance, that if they do step out on a limb, we’ll have their back—even if things
offering minimal input. Another team member, Aisha, a recipient of don’t go as planned.
the annual performance excellence award, resigns, citing a lack of When we grant freedom to our team, it is natural for them to
trust and creative freedom. Productivity plummets, and the tension approach tasks differently than we would. This divergence can be
between Elena and her team escalates. challenging, but it is essential to reflect on how we will respond. Some
leaders may struggle with this; they might even prefer failure over
Phase 2: Realizing the dilemma
seeing someone excel in a way that outshines their own methods. Such
As deadlines loomed and the team’s output plateaued, Elena found reactions often stem from insecurities about self-worth and authority. To
herself working late nights to compensate for underperforming team foster a thriving environment, leaders must embrace the success of
members—many of whom had, in truth, simply disengaged. One others as a reflection of their own strength. By welcoming diverse ap­
evening, she had a candid conversation with a mentor in the com­ proaches and celebrating achievements—both big and small—we not
pany, Avery, who highlighted an interesting perspective: only uplift our team members but also reinforce our own leadership
legacy. After all, true leadership is about facilitating success, not fearing
it.

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In today’s world, work isn’t what it used to be – and it is redefining ● Interpersonal reflections:
leadership as we know it. Gone are the days when productivity was ￮ To contemplate relinquishing control and empowering others at work:
bound to office desks and rigid nine-to-five schedules. Traditional no­ ■ How will I respond when others wield power in ways I might
tions of work are fading, replaced by a new emphasis on flexibility and not endorse, more specifically, what will I do when someone
autonomy. Today’s leaders face a crucial question: how much freedom dares to push back against my authority, challenge my ideas or
will we allow our teams in this new landscape? Forward-thinking my vision? How can I engage constructively in such situations?
leaders are reshaping work by embracing flexibility and autonomy, ￮ To contemplate upon responsibility and accountability at work:
allowing employees the freedom to craft a balance between their per­ ■ Is my duty solely to the organization, or do I hold a deeper
sonal and professional lives. obligation to my team/employees? Am I accountable for their
Imagine a workplace where “clocking in” could mean logging on at physical and mental well-being, even beyond office walls? And
dawn or wrapping up at midnight, depending on what suits each person does my commitment extend to safeguarding their emotional
best. Leaders are increasingly giving the green light to flexible hours, and financial stability, reaching into the hours when they are
remote work, sabbaticals, and even unlimited vacation time, recog­ beyond my sight?
nizing that what matters isn’t where or when the work happens, but
rather the results it brings. Thanks to rapid advancements in technology, Relatedness
we can connect effortlessly—whether by email, video calls, messaging,
or conference platforms—without ever needing to be in the same room. A defining feature of human existence is our shared presence in a
This shift isn’t just about convenience; it opens up a global talent pool, world teeming with others. In many ways, it could be said that the world
untethered by geography, and cuts down on the costs of maintaining resides within us just as we inhabit it. This profound interconnection is
physical workspaces. not optional; it is an inescapable reality of being. Even in moments of
But this shift demands a new kind of trust. Leaders must let go of the solitude, the presence of others remains significant, their influence
need to monitor hours and instead focus on outcomes. This transition is permeating our thoughts, emotions, and actions.
both a test and a triumph, challenging leaders to place their faith in the The concept of relatedness asserts that connection is the fundamental
intrinsic motivation of their teams. It’s about trusting that employees condition of existence—we cannot conceive of a world devoid of other
not only want to do the work but are deeply committed to doing it well. people. It is a reminder that all things exist in a web of inseparable re­
So, the question for today’s leaders is simple but profound: can you let lationships, bound together in ways that shape and redefine one
go of control enough to focus on the outcome rather than the process? another. Our inner experiences—what we think, feel, and believe—are
It’s not about seeing someone at a desk – it’s about seeing the work, not isolated phenomena. They are born of a dynamic interplay between
delivered, and delivered well. our internal worlds, the relationships we nurture, and the broader
Freedom in the workplace can be transformative when it spans a environment that surrounds us. In this interconnected dance, self and
dynamic spectrum—from collaboratively shaping the organization’s other, individual and world, are inextricably intertwined, each shaping
vision to encouraging creativity in how that vision is realized. It’s about and being shaped by the other.
empowering employees not only to contribute to immediate job goals in The presence of others in our lives can be both the wellspring of our
their own way but also to openly suggest, critique, and push against the greatest joy and the root of our deepest despair. Our understanding of
boundaries of management practices, leadership approaches, and the who we are—our very self-concept—is intricately woven together with
status quo itself. When leaders invite employees into the vision-setting our interactions with others. Without them, we would lack the mirrors
process and give them the autonomy to pursue their goals on their through which we perceive and define our individuality. It is through
own terms, it’s more than a sign of trust—it’s a solid strategic move if comparison and contrast with those around us that we find meaning and
done right. Establishing channels for open dialogue, where constructive discern our own place in the world. Beyond merely shaping our sense of
criticism and suggestions for improvement are welcomed, may chal­ self, others provide a framework for validation—or, at times, a challenge
lenge a leader’s established vision. But this intentional space for freedom to it. They may serve as allies in the pursuit of our aspirations, propelling
can lead to invaluable insights, groundbreaking innovations, and, ulti­ us toward our goals, or they may emerge as barriers, thwarting our
mately, a more resilient organization. ambitions. In this way, our relationships with others are a complex
Insightful reflection prompts to help leaders foster existential dance of influence, collaboration, and conflict, each encounter leaving
thinking by balancing the profound forces of freedom and responsibility an indelible mark on the trajectory of our lives.
within the workplace. In the realm of business, these principles resonate profoundly. Even
as the sole leader of your own venture—perhaps working from the quiet
● Intrapersonal reflections: confines of your home and employing no one else—you inevitably
￮ To contemplate relinquishing control and empowering others at work: operate within a web of relationships. Whether engaging with clients,
■ How important to me is the freedom my leadership role gives customers, competitors, or suppliers, your enterprise is inherently tied to
me to act freely and autonomously? others. Leadership and followership are symbiotic, interdependent
■ How ready am I to relinquish control and grant freedom? What states. Borrowing from Heidegger’s philosophy, just as we are funda­
underlying fears hold me back from empowering others? And, mentally ‘being-in-the-world-with-others’, so too are we ‘leaders-in-
crucially, what do I perceive as the true risks—and potential relation-to-followers’. One cannot exist without the other; their coexis­
rewards—of letting others take the reins? tence is essential to the act of leading itself. As an existential leader, one
■ How do I reconcile with my own ego when others, granted the has an ever-present awareness of the profound interdependence one has
same freedom, deliver results beyond what I could have with others. For instance, picture the following setting:
achieved?
Ava joins FinCorp with high hopes, drawn by its reputation for
￮ To contemplate upon responsibility and accountability at work:
cutting-edge technology and a culture that celebrates individual
■ How far does my responsibility truly extend—and where should
brilliance. She is excited to lead a division where her expertise will be
I draw the line? Is my duty fulfilled when I’ve met the organi­
pivotal. Initially, Ava thrives in the environment. Her team respects
zation’s needs, or does it extend beyond?
her technical acumen, and she delivers exceptional results, helping
■ Am I accountable for the quality and integrity of the products
the company secure a lucrative client contract. Her leadership is
and services we provide? Do I bear responsibility for the envi­
largely focused on results: she encourages independent work,
ronmental footprint left behind by their creation, use, and
disposal?

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S.B. Vedula Organizational Dynamics xxx (xxxx) xxx

Table 1
Death, Temporality, Uncertainty, and Existential Anxiety.
Intrapersonal Interpersonal

Death, Temporality, Navigating “Mini deaths” at • What meaning do the titles I bear and the roles I play • What responsibility do I bear in considering the
Uncertainty, and work hold for me? How do I see them? significance of time for a subordinate I must make
Existential Anxiety • Understanding that my role as a leader in the XYZ redundant or someone who is retiring? What support
organization is transient, when my leadership role or guidance can I offer to help them during this
ceases and I am no longer playing a leadership role, transition?
what will happen to my sense of self and meaning?
• How can I prepare myself for the time when I am no
longer working?
Understanding existential • How can I comfortably sit with my existential anxiety, • Am I unintentionally passing my existential anxieties
anxiety and embracing embrace uncertainty of work life and work positively onto others instead of handling them myself? How
uncertainty at work with it to unlock its potential for creativity? might my unresolved anxieties be affecting those
around me?
• How mindful am I of others’ need for certainty? Can I
provide genuine and appropriate solutions that
alleviate their anxiety without perpetuating a false
sense of certainty?

Table 2
Freedom and Responsibility.
Intrapersonal Interpersonal

Freedom and Relinquishing control • How important to me is the freedom my leadership role • How will I respond when others wield power in ways I
Responsibility and empowering others gives me to act freely and autonomously? might not endorse, more specifically, what will I do when
at work • How ready am I to relinquish control and grant freedom? someone dares to push back against my authority,
What underlying fears hold me back from empowering challenge my ideas or my vision? How can I engage
others? And, crucially, what do I perceive as the true constructively in such situations?
risks—and potential rewards—of letting others take the
reins?
• How do I reconcile with my own ego when others, granted
the same freedom, deliver results beyond what I could have
achieved?
Responsibility and • How far does my responsibility truly extend—and where • Is my duty solely to the organization, or do I hold a deeper
accountability at work should I draw the line? Is my duty fulfilled when I’ve met obligation to my team/employees? Am I accountable for
the organization’s needs, or does it extend beyond? their physical and mental well-being, even beyond office
• Am I accountable for the quality and integrity of the walls? And does my commitment extend to safeguarding
products and services we provide? Do I bear responsibility their emotional and financial stability, reaching into the
for the environmental footprint left behind by their hours when they are beyond my sight?
creation, use, and disposal?

assumes her team shares her sense of purpose, and prioritises output discussions. Ava begins to feel the sting of exclusion herself but
over interpersonal connection. struggles to articulate it.
However, as weeks turn into months, subtle issues begin to emerge. The breaking point
Team members avoid voicing concerns directly to Ava, instead
The breaking point comes during a major client pitch. Due to a
whispering frustrations to one another. Misunderstandings over
miscommunication within her team, key data is omitted from the
deadlines and deliverables arise, and the once-efficient team starts
presentation, leading to an embarrassing loss of credibility. Ava is
showing signs of fragmentation. Ava begins to sense a growing ten­
furious but quickly realises that the root cause wasn’t incom­
sion but dismisses it, believing that individual accountability and
petence—it was a lack of trust and communication within the team.
professionalism will resolve the issues.
Ava finally reflects on her leadership approach and recognises a
The fraying fabric of connection
recurring theme: she has been so focused on individual performance
The situation deteriorates when a junior analyst, Kabir, who often and innovation that she neglected the relational fabric binding her
worked late nights to meet deadlines, resigns abruptly. In his exit team together. Her own sense of disconnection mirrors the experi­
interview, he cites “a lack of support and connection” as the primary ence of her team members.
reason for leaving. This blindsides Ava, who believed Kabir was
Individuals often gravitate toward organisations where they perceive
performing well and never expressed dissatisfaction directly.
a sense of belonging—a resonance with the people who work there. They
Shortly thereafter, another key team member, Mia, starts under­ assume a foundation of shared values, aspirations, and collective pur­
performing. When Ava confronts her, Mia confesses that she feels pose. Leaders who fail to recognise or nurture this dynamic do so at their
undervalued and excluded. She adds, “I know you care about results, peril. An existentially attuned leader, however, actively fosters a culture
but I don’t feel like I belong here.” This comment stings Ava, as she where employees feel heard, understood, and appreciated, and there­
prides herself on fairness and professionalism. fore, employees feel deeply connected both to their colleagues and to the
organisation itself. This sense of belongingness thrives when it is
At the same time, Ava finds herself increasingly isolated from her
underpinned by shared beliefs, mutual values, and a genuine ethos of
own peers on the leadership team. They discuss organisational
mutual care and respect. Challenges arise when this delicate fabric of
strategy in exclusive circles and fail to include Ava, believing her to
connection is frayed or perceived as toxic. Such disruptions, whether
be too focused on analytics to contribute to broader business
stemming from interpersonal tensions or professional discord, can

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Table 3
Relatedness.
Intrapersonal Interpersonal

Relatedness Navigating existential • How can I navigate the profound sense of existential solitude • In what ways can I address existential loneliness within my
solitude at work that often accompanies working independently? What team environment? How can I cultivate a sense of connection
strategies might help transform isolation into a space for and shared purpose that transcends transactional
personal growth and meaningful reflection? relationships?
Fostering and • How do I perceive and nurture my relationships with others? • How can I offer genuine support and encouragement to staff in
deepening What conscious efforts am I making to foster meaningful ways that strengthen trust and collaboration, and they feel
belongingness at work connections in both professional and personal contexts? heard, understood, and appreciated? In what ways am I
empowering others through my interactions?
• What practices am I implementing to facilitate effective
teamwork and create opportunities for social engagement
when desired? How do my efforts shape a culture where people
can thrive collectively while respecting individual preferences?

destabilise the workplace, threatening its cohesion and undermining ■ In what ways can I address existential loneliness within my
trust. Fostering and protecting these bonds is, therefore, not a peripheral team environment? How can I cultivate a sense of connection
concern but a core leadership imperative. and shared purpose that transcends transactional relationships?
Ascending to a position of leadership often carries with it the subtle ￮ Fostering and deepening belongingness at work:
yet profound risk of self-alienation. In achieving such a role, we may ■ How can I offer genuine support and encouragement to staff in
unconsciously begin to perceive ourselves as distinct—perhaps even ways that strengthen trust and collaboration, and they feel
superior—in competence, experience, or authority to those we now lead. heard, understood, and appreciated? In what ways am I
This transformation is particularly poignant for leaders who rise from empowering others through my interactions?
within their ranks, leaving behind colleagues, peers, and friends, ■ What practices am I implementing to facilitate effective team­
creating a subtle but palpable shift in relationships. Leadership, by its work and create opportunities for social engagement when
nature, can imbue an aura of “otherness”, an estrangement that may feel desired? How do my efforts shape a culture where people can
protective but is inherently isolating. thrive collectively while respecting individual preferences?
This dynamic becomes especially pronounced when the demands of
leadership call for tough decisions, decisions that might cause discom­ Authenticity, meaning, and values
fort or harm to others. It is tempting—perhaps even instinctive—to see
those we lead as different from ourselves, as mere pieces on the strategic Reflect on the ensuing scenario:
chessboard of organisational goals. These individuals, like pawns in a
The story of Maya
game, may appear expendable (vis-a-vis ‘to cut the fat out’) where sac­
rifices sometimes are deemed necessary in the pursuit of a greater Maya is a mid-level manager at a prestigious consultancy firm known
victory. for its high-performance culture. Her career trajectory has been
Yet, this detachment comes at an insidious cost: the profound exis­ shaped by her ability to adapt quickly to organisational expectations,
tential loneliness of leadership often described as “it’s lonely at the top”. embodying the firm’s values of relentless drive, client focus, and
The role of a leader, while seemingly omnipotent, can isolate, creating a uncompromising results. Yet, beneath her polished exterior lies a
chasm between the leader and those they lead—a chasm that is as much growing sense of dissonance—an inner voice that questions whether
internal as external. the values she projects align with her deeply held personal beliefs.
This dichotomy compels us, as reflective and existential leaders, to
Maya’s discontent begins to surface during a client project involving
examine the nature of our relationships and the dynamics of this sepa­
an oil company under scrutiny for environmental violations. While
ration. For an existential leader, this estrangement offers a critical
her firm encourages employees to embrace “client-first thinking,”
moment of introspection. Have I unconsciously created a divide, posi­
Maya feels uneasy. She has always been passionate about sustain­
tioning “non-leaders” as the “other”? Or, conversely, have I assumed the
ability and has supported green initiatives in her personal life.
mantle of “otherness” myself, distancing my identity from that of my
However, when she raises concerns during an internal meeting, her
former colleagues or those who once knew me in a different capacity?
mentor dismisses her objections, advising her to “focus on delivering
When exploring these relational dimensions of leadership, an exis­
results” and “leave personal opinions at the door.” To fit in and avoid
tential leader might embark on a reflective journey, posing profound
isolation, Maya suppresses her discomfort and continues working on
and thought-provoking questions to navigate the complexities of human
the project. This marks the start of a pattern. Over time, Maya finds
connection and influence:
herself increasingly disconnected from her work. She avoids voicing
dissent in meetings, aligns with decisions that contradict her values,
● Intrapersonal reflections:
and adopts behaviours that ensure acceptance by her peers. Her
￮ Navigating existential solitude at work:
inauthenticity manifests in subtle ways: an increase in self-doubt,
■ How can I navigate the profound sense of existential solitude
reduced motivation, and a growing sense of isolation.
that often accompanies working independently? What strate­
gies might help transform isolation into a space for personal The tipping point comes when Maya’s firm proposes a strategic
growth and meaningful reflection? partnership with a fast-fashion giant criticised for unethical labour
￮ Fostering and deepening belongingness at work: practices. During a leadership meeting, Maya is asked to present the
■ How do I perceive and nurture my relationships with others? business case for the partnership. Preparing for the presentation, she
What conscious efforts am I making to foster meaningful con­ experiences a crisis of conscience. For the first time, she realises the
nections in both professional and personal contexts? extent to which her actions have diverged from her values. While she
● Interpersonal reflections: remains outwardly successful, she feels like a stranger to herself,
￮ Navigating existential solitude at work: trapped by organisational expectations and her own fear of rejection.
We have all experienced times in our lives, more specifically at work,

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Table 4
Authenticity, Meaning, and Values.
Intrapersonal Interpersonal

Authenticity, Authenticity • Am I seeking refuge in the guise of my leadership role, shielding • How can I preserve my authenticity while stepping into
Meaning, and myself with its authority, instead of engaging genuinely and a leadership role, ensuring I stay true to myself while
Values authentically with those around me? inspiring and connecting with others?
• Am I allowing the constant hum of to-do lists and digital dis­ • Do I choose to surround myself with voices that echo my
tractions to crowd out the quiet moments needed to reflect on own beliefs, or do I seek out those who will courageously
my own authenticity? Am I too busy doing to focus on being? question conformity and call out inauthenticity?
• How am I actively fostering an environment where
colleagues, friends, and subordinates feel empowered to
offer me candid and constructive feedback on my
leadership style and personal growth?
Personal values and • Am I intentionally carving out moments to pause, step back, and • Am I aware of the core values that drive my team
seeking personal immerse myself in reflective, mindful introspection—allowing members’ motivations and decisions?
meaning at work space to deeply consider what truly aligns with my most • How can I lead an organization that is not only anchored
authentic values and priorities? And when I assess the sincerity in its core values but also infuses and inspires a shared
of my actions and choices, what guiding principles or sense of purpose and meaning for all who are a part of it?
benchmarks do I use to ensure they align with the truest version And do my organizational vision statement, policies,
of myself? and practices truly reflect it?
• Am I truly engaging with others in a way that reflects my core
values and beliefs? Have I clearly identified and defined the
boundaries of my resilience—my personal tipping point? How
far can I flex my principles to serve the greater good of my
organisation or colleagues before I risk compromising my
authenticity?
• How should I navigate the crossroads where my core values
collide?
• Do my personal values align harmoniously with the
organisation’s values, or do they stand in subtle conflict?
• What deeper significance does my work bring to my life, and
how does it shape the narrative of who I am and who I aspire to
be?

when we felt the pressure to conform to a certain way of behaving and merely on the leader’s doing — ‘what leaders do’. By exploring their core
living or ignore our aesthetic and moral objections in order to ‘fit in’. values, leaders not only enhance their self-understanding but also gain
Within the organizational realm, the quest for authenticity often stems clarity about personal meaning and purpose, not just within the orga­
from an individual’s experience of inauthenticity—a sense of dissonance nizational realm but transcending the professional sphere to integrate
or incongruence between their true self and their organizational envi­ the personal and existential.
ronment. This tension naturally raises profound questions about The organisational vision statement is your stage to overtly illumi­
authenticity, this dilemma is a cornerstone of existential school of nate your values as a leader—a defining moment where your principles
thought. Authenticity is a revelatory state where individuals perceive take centre stage. Crafting and communicating a vision is not just a
themselves, others, and sometimes even things in a radically new way. managerial checkbox or a strategic exercise; it’s a leadership imperative.
At its essence, existential authenticity is about aligning one’s actions This vision serves as the rallying cry for your organization, a compass
with deeply held personal values and beliefs, rather than conforming to and a guiding star that unites its people under a shared purpose. It
the expectations of the collective or “the herd”. Yet, resisting the pull of transforms strategy into story, ensuring that every stakeholder can see,
the herd—whether they are organizational norms, societal expectations, feel, and believe in the journey ahead.
or groupthink—carries risks. It can provoke feelings of abandonment, Leaders, when crafting a compelling vision, must recognise and
rejection, isolation, judgement, and the discomfort of standing apart. honour the fundamental human need —the search for meaning. For the
These challenges make authenticity not a fixed state, but a fluid, tran­ existential leader, the quest for meaning is not just a personal endeavour
sient experience. Jean-Paul Sartre’s existential philosophy underscores but a pivotal aspect of leadership itself. The ability to uncover meaning
this dynamic, viewing authenticity as a fleeting condition, one that we and help others do the same in the workplace is a hallmark of impactful
perpetually oscillate between authentic and inauthentic modes of being leadership. John Seely Brown, renowned not as a philosopher but as the
as we navigate the complexities of leadership and life. For leaders, visionary Head of Research at Xerox PARC for over two decades, en­
developing the ability to recognise these transitions—moments when capsulates this idea succinctly: “Leadership today is not just to make
they align with or diverge from the herd—is crucial for leadership money; it’s to make meaning”. When individuals discover meaning in
emergence. Witnessing the moments when they choose to align with or their work that resonates deeply from within, they experience a sense of
diverge from the herd’s norms enables a deeper understanding of their invigoration, often described as being “in the zone” or achieving a flow
personal motivations and decision-making frameworks. This self- state. In such moments, tasks feel seamless, energising, and fulfilling. For
awareness is not merely introspective; it is foundational to the evolu­ leaders, discovering what brings personal meaning to their role can
tion of conscious leadership. This deeper understanding of the self un­ ignite a passion for leadership that is both contagious and trans­
locks more deliberate decision-making and intentional behaviours, formative. It fuels their leadership with authenticity and fervour. But
empowering leaders to attune to their inner compass and act in ways this journey doesn’t stop with the leader. The existential leader recog­
that resonate with their core values and principles. nises the power of meaning as a collective force and seeks to embed it
Authenticity and values are intricately intertwined. What we value throughout the organisation. When leaders integrate their own sense of
often drives our decisions about whether to conform or deviate, whether purpose into their vision, they create an organisational culture where
to blend in or stand apart. This interconnection underscores the growing meaning proliferates. A vision statement then, in essence, a company’s
prominence of values-based leadership in leadership development. This manifesto of purpose — serves as a beacon embodying its deeper “why”.
leadership paradigm places a premium on the leader’s being — ‘who Leadership begins here: with a vision that inspires, energises, and calls
leaders are’—their character, principles, and inner purpose—over others to follow. We can then explore strategies to weave this sense of

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meaning throughout the fabric of our organisation. This journey begins ■ Do my personal values align harmoniously with the organisa­
with crafting a compelling vision that reflects our core values and as­ tion’s values, or do they stand in subtle conflict?
pirations. From there, it extends to mission statement, then into every ■ What deeper significance does my work bring to my life, and
aspect of our operations, including the recruitment and professional how does it shape the narrative of who I am and who I aspire to
development of our staff, as well as the broader environmental and be?
cultural context in which we operate. By aligning these elements, we can ● Interpersonal reflections:
cultivate a cohesive and purposeful organisational identity. ￮ Authenticity- Staying true to oneself:
The work of fostering authenticity and meaning in leadership is, ■ How can I preserve my authenticity while stepping into a
therefore, not simply about honing skills or adopting strategies. It is a leadership role, ensuring I stay true to myself while inspiring
deeply reflective and transformative process that requires leaders to and connecting with others?
engage with profound questions of authenticity, meaning, and self­ ■ Do I choose to surround myself with voices that echo my own
–awareness, equipping them to lead with integrity, purpose, and a beliefs, or do I seek out those who will courageously question
deeper connection to their values. From an organizational standpoint, conformity and call out inauthenticity?
existential leaders demonstrate: ■ How am I actively fostering an environment where colleagues,
friends, and subordinates feel empowered to offer me candid
a) A keen awareness of their own goals, feelings, and beliefs—even and constructive feedback on my leadership style and personal
when these are complex or contradictory. growth?
b) They engage in unbiased self-reflection, striving to impartially pro­ ￮ Aligning oneself with personal values and seeking meaning at work:
cess their internal emotions, experiences, and knowledge without ■ Am I aware of the core values that drive my team members’
ignoring, denying or distorting any information with utmost honesty motivations and decisions?
and clarity. ■ How can I lead an organization that is not only anchored in its
c) Their actions and behaviours are closely aligned with their personal core values but also infuses and inspires a shared sense of
needs, desires, and values, ensuring coherence between their inner purpose and meaning for all who are a part of it? And do my
world and outward behaviour. organizational vision statement, policies, and practices truly
d) Furthermore, they foster relationships grounded in honesty and reflect it?
openness, embracing a relational orientation that prioritises genuine
connection with others. Conclusion

This holistic approach underscores authenticity and search for per­ The transformative essence of existential leadership lies in its ability
sonal meaning as both an inward and outward journey, intertwining to reframe traditional paradigms, guiding organisations through the
self-awareness with relational integrity. Such leadership does not merely complexities of an evolving world by addressing the deeply human
steer organizations; it shapes cultures, inspires trust, and redefines what concerns of existence. This article underscores the significance of
it means to be authentically human in an increasingly complex organi­ embracing existential themes—mortality, freedom, responsibility,
zational world. belongingness, and authenticity—as central to leadership practice. By
In the pursuit of purpose, existential leaders consistently engage in integrating these dimensions, leaders can cultivate a reflective, purpose-
deep self-reflection, rigorously examining the authenticity of their ac­ driven approach that transcends mere operational efficiency, fostering
tions, values, and decisions. This process often involves posing probing environments where individuals and organisations thrive holistically.
and introspective questions to themselves, challenging their own Existential leadership equips leaders with the tools to navigate un­
alignment with the principles they espouse: certainty, nurture innovation, and establish meaning-based connections
that inspire trust and resilience. It calls on leaders to balance freedom
● Intrapersonal reflections: with responsibility, authenticity with relational integrity. This frame­
￮ Authenticity- Staying true to oneself: work transcends transactional paradigms, fostering environments where
■ Am I seeking refuge in the guise of my leadership role, shielding individuals and teams can flourish by aligning personal and collective
myself with its authority, instead of engaging genuinely and values with a shared sense of purpose. It is a call for leaders to engage
authentically with those around me? deeply with their own vulnerabilities and those of others, embracing the
■ Am I allowing the constant hum of to-do lists and digital dis­ temporality of existence and the intricate web of human relationships.
tractions to crowd out the quiet moments needed to reflect on This approach not only enriches organisational culture but also em­
my own authenticity? Am I too busy doing to focus on being? powers leaders and teams to find purpose amidst ambiguity, crafting
￮ Aligning oneself with personal values and seeking personal meaning at legacies that honour the profound human pursuit of meaning. As orga­
work: nisations confront the challenges of modernity, existential leadership
■ Am I intentionally carving out moments to pause, step back, offers a beacon, not only to navigate but to transform, the intricate and
and immerse myself in reflective, mindful intro­ beautiful complexities of human and organisational existence.
spection—allowing space to deeply consider what truly aligns
with my most authentic values and priorities? And when I Suggested readings and bibliography
assess the sincerity of my actions and choices, what guiding
principles or benchmarks do I use to ensure they align with the Greenberg, J. (2012). Terror management theory: From genesis to
truest version of myself? revelations.
■ Am I truly engaging with others in a way that reflects my core Frias, A., Watkins, P. C., Webber, A. C., & Froh, J. J. (2011). Death
values and beliefs? Have I clearly identified and defined the and gratitude: Death reflection enhances gratitude.The Journal of Positive
boundaries of my resilience—my personal tipping point? How Psychology,6(2), 154–162.
far can I flex my principles to serve the greater good of my Fusco, T., O′Riordan, S., & Palmer, S. (2015). An existential approach
organisation or colleagues before I risk compromising my to Authentic Leadership Development: A review of the existential
authenticity? coaching literature and its’ relationship to Authentic Leadership.
■ How should I navigate the crossroads where my core values Coaching Psychologist,11(2).
collide? Hanaway, M. (2019).The existential leader: An authentic leader for our
uncertain times. Routledge.

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Lawler, J. (2005). The essence of leadership? Existentialism and Declaration of Competing Interest
leadership.Leadership,1(2), 215–231.
I have nothing to declare.
Funding
Acknowledgements
The author did not receive support from any organization for the
submitted work. I sincerely thank Prof. Abhishek Yadav, Prof. Chirag Dagar, Prof.
Manish Singhal and Vaishnavi Gautam for their friendly review, sincere
CRediT authorship contribution statement support and encouragement in writing this article.

Sai Bhargavi Vedula: Writing – review & editing, Writing – original Data Availability
draft, Visualization, Validation, Supervision, Software, Resources,
Project administration, Methodology, Formal analysis, Data curation, No data was used for the research described in the article.
Conceptualization.

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