When structures fade, leadership changes

Between rules and relationships

Sustainability, digital transformation, inclusion… Many of today’s challenges cut across domains. They don’t fit neatly within a single team or department. As a result, we see more and more temporary forms of collaboration, crossing boundaries between functions, disciplines and organizations.

This shift calls for a different way of organizing It requires leadership that steers by clarity Influence is shifting Stay connected to how the real work gets done Two realities, one task Connected leadership: relationship is influence

This shift calls for a different way of organizing

Many organizations are trying to give teams more autonomy. Structures are becoming looser and hierarchy less dominant. Or at least, that’s the intention. In practice, traditional logic often prevails. Autonomy sounds appealing. But without direction, it’s adrift. Self-organization only works when there are clear boundaries, mutual trust and a shared sense of accountability.

It requires leadership that steers by clarity

Leadership that makes the purpose visible, and creates space for people to take responsibility. Not by locking everything down, but by offering frameworks that provide direction without killing initiative.

Influence is shifting

In this context, influence no longer resides solely with formal leaders. It shows up in people without titles or mandates. Those who provide calm, keep perspective and help others move forward. In temporary teams, project-based work, and networks, this informal leadership is often more decisive than formal authority.

Stay connected to how the real work gets done

At the same time, the boundaries between ‘inside’ and ‘outside’ are fading. More and more organizations work with independent professionals. They’re not on the payroll, but they carry the work. They’re less dependent, and often more engaged. Their influence is real and it doesn’t show up on the org chart. That calls for new ways of organizing, and a new conversation about authority, responsibility and trust.

Two realities, one task

Organizations that navigate this well understand that two systems operate at the same time. There’s the formal organization: roles, structures, and procedures. And there’s the real organization: relationships, informal networks, and influence. The work is to connect those two realities. When that happens, decision-making aligns with how people actually collaborate and ownership becomes something people feel, not something imposed from above.

Connected leadership: relationship is influence

In this reality, the definition of leadership shifts. French leadership expert Emmanuel Gobillot calls it connected leadership. Leadership through connection. Leadership emerges where people feel seen, trusted, and clear about what matters.

According to Gobillot, it rests on three things:

Trust. Do what you say, and make others stronger
Meaning. Have a shared sense of purpose
Dialogue. Not as a formality, but as a driver of direction and movement

Connected leadership is a way of being present. It’s about using your influence to create space where others can step up. To bring calm. Keep perspective. And help others act when things get tough. As Gobillot puts it: ‘If you leave a conversation feeling more capable of acting, you’ve been led. If someone else feels that way after talking to you, you’ve led.’

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