While the characteristics and qualities that define great leaders have been extensively studied, one critical aspect remains underexplored: the reasons why followers choose to follow certain leaders. Gallup’s leadership research sheds light on this important concept, revealing four fundamental needs that followers seek in their leaders: stability, trust, compassion and hope.
Recently, Gallup presented its latest findings on followership at the World Government Summit. The research spanned 52 countries and territories, representing approximately 76% of the world’s adult population and accounting for 86% of global gross domestic product. This comprehensive study aimed to dive deep into the hearts and minds of followers, uncovering what they genuinely value in their leaders.
The research was both intentional and targeted, focusing on two pivotal questions: “What leader has the most positive influence on your daily life?” and “Please list three words that best describe what this person contributes to your life.” The responses provided a compelling insight: hope emerged as a universal theme, comprising 56% of all words used to describe influential leaders. Trust followed at 33%, while compassion and stability accounted for 7% and 4%, respectively.
These findings prompt an important question: In a world increasingly marked by disruption and uncertainty, should hope be a core strategy for leaders? Perhaps now, more than ever, we need hope to help us navigate the challenges that lie ahead.
Shifting The VUCA Narrative
The current narrative about the future might be one of uncertainity and despair. Many leaders are familiar with the term VUCA—Volatility, Uncertainty, Complexity and Ambiguity. While these concepts highlight real challenges, overemphasizing them can create an atmosphere of threat and overwhelm.
When VUCA is the primary lens through which leaders view their environment, it can foster a sense of fatalism that stifles initiative and creativity. Employees may feel paralyzed by the weight of inevitability, rather than empowered to take proactive steps.
Instead of fixating on these daunting challenges, leaders have the opportunity to shift the narrative. They can focus on the four fundamental needs of followers—stability, trust, compassion, and hope—as guiding principles.
Imagine a different approach: instead of Volatility, cultivate Stability; instead of Uncertainty, build Trust; instead of Complexity, nurture Compassion; and instead of Ambiguity, inspire Hope.
This reframing provides a more grounded and positive way for individuals to navigate the unpredictable nature of our future. Importantly, by prioritizing hope and optimism, leaders can create an environment that encourages action rather than fear.
However, this shift in mindset requires deliberate and concerted action from leaders. In a world where employees grapple with disruptions fueled by technology and evolving workplace dynamics, it is essential for leaders to prioritize the cultivation of hope in an intentional and meaningful way.
But how can leaders foster a sense of hope when confronted with seemingly insurmountable challenges? How can they instill optimism during difficult times? Perhaps the answer lies not in the uncertain future but in the lessons of our past.
Historical Lessons In Leadership And Hope
History teaches us that even during the most tumultuous periods, effective leaders have thrived by delivering messages of hope rather than dwelling on threats. Figures like Mahatma Gandhi and Martin Luther King Jr. faced monumental challenges in their quests for social justice, yet they chose to communicate a vision of hope that resonated deeply with millions.
Gandhi, often underestimated for his humble demeanor, led a powerful movement for India’s independence by articulating a vision of freedom rooted in non-violence. His “Quit India” speech in 1942 did not dwell on colonial oppression; instead, it called for the hope of a unified, independent nation. By focusing on hope, Gandhi inspired countless individuals to join the struggle, emphasizing that they were not powerless but rather part of a movement toward freedom.
A little-known fact about Gandhi’s Quit India Movement is that it was not just a spontaneous uprising against British rule; it was a carefully orchestrated campaign that involved significant preparation and strategic planning. The movement coincided with World War II, during which India — forced as part of the British Raj — was embroiled in global conflicts. This context added urgency to the movement, as Gandhi sought to galvanize public sentiment against colonial rule during a time of war—a fitting lesson in the intentionality of leadership strategy.
Similarly, Dr. King’s iconic “I Have a Dream” speech during the March on Washington in 1963 sought to inspire hope in a time of deep racial tension and division. His words painted a vivid picture of a future where all people would be judged by their character rather than the color of their skin. While he acknowledged the struggles of African Americans, his focus remained on the hope of equality and justice, resonating deeply with his audience and inspiring collective action.
Interestingly, the “dream” portion of King’s speech was nearly excluded. Initially advised that it was too clichéd, he included it only after his friend, the legendary gospel singer Mahalia Jackson, urged him to share that vision. Looking out over the 250,000 people gathered at the Lincoln Memorial, she understood that Dr. King’s message of hope was powerful enough to motivate change in a way that no other rhetoric could. King was deeply influenced by Gandhi’s message of hope, remarking “Gandhi was inevitable. If humanity is to progress, Gandhi is inescapable. He lived, thought and acted, inspired by the vision of humanity evolving toward a world of peace and harmony. We may ignore Gandhi at our own risk.”
Hope As A Leadership Strategy?
For leaders today, the lessons from Gandhi and King remind us that the path of hope is not merely a lofty ideal; it is a potent leadership strategy. However, it demands more than well-crafted speeches; it requires authenticity and intentionality in communication. Hope must be woven into the fabric of leadership narratives to resonate with followers and inspire commitment.
In an era when only 13% of U.S. employees feel their organization’s leadership communicates effectively, finding ways to authentically convey hope is essential.
Crafting A Hopeful Narrative
Hopeful communication goes beyond mere motivation; it involves articulating a clear and compelling narrative that defines the direction of the organization while aligning with employees’ individual needs and aspirations. Leaders should not shy away from discussing challenges; rather, they should explain the current reality while outlining a path forward that inspires engagement and action.
Gallup research indicates that when leaders communicate hope, they create an environment where employees feel enthusiastic about the future. This enthusiasm is critical for fostering engagement—seven in ten employees who feel hopeful about the future are engaged at work. Conversely, when hope is lacking, less than 1% feel engaged.
Leaders can draw from their own experiences to craft this narrative. Reflecting on personal challenges and triumphs can help leaders find their authentic voice, allowing them to communicate hope in a way that resonates with their teams. Sharing stories of resilience and growth can inspire others to embrace a hopeful mindset, reinforcing the idea that obstacles can be overcome.
Creating A Culture of Hope
To foster a culture of hope, leaders must actively involve their teams in shaping the narrative. By soliciting input from employees at all levels, leaders can ensure that the narrative reflects shared aspirations and dreams. This inclusivity fosters a sense of ownership and commitment, increasing the likelihood that employees will rally around the organization’s goals.
Encouraging open dialogue and listening actively to employees can provide valuable insights that enhance the narrative. When individuals feel heard, they are more likely to engage with the organization’s vision and contribute to its success.
Here are two powerful strategies to foster hope and optimism among your followers:
1. Deliver Messages Of Hope Consistently
Leaders often view communication as event-based, relying on occasional town hall meetings or formal announcements. To effectively instill hope, leaders should aim for consistent and ongoing dialogue. This can take various forms—whether through digital platforms, team meetings, or informal check-ins. Most importantly, the narrative must be infused with hope.
For example, during the COVID-19 pandemic, a nursing team in a New York hospital began referring to their daily meetings as “hope huddles.” Instead of solely discussing the number of patients on ventilators, they also highlighted the successes of patients who were able to come off them. This focus on hope provided a much-needed morale boost during a challenging time.
Like these hope huddles, a successful narrative remains relevant in the daily lives of employees. Leaders should share stories of accomplishments, challenges overcome and the positive impact of their work. This ongoing communication reinforces the message of hope and helps employees feel connected to the organization’s mission.
2. Find Your Own Unique Voice
Ultimately, leaders must discover their unique way of communicating hope. There is no one-size-fits-all approach; authenticity is key. Leaders should draw on their strengths and experiences to articulate their vision. Whether through storytelling, personal anecdotes or a focus on shared values, the aim is to connect deeply with followers.
Embracing Hope As A Leadership Imperative
By choosing to focus on hope rather than fear, leaders can cultivate an environment that empowers employees to engage fully and contribute meaningfully. Drawing inspiration from the legacies of Gandhi and King, today’s leaders can learn to communicate hopeful visions that resonate deeply with their audiences. In doing so, they will not only enhance their effectiveness but also foster a workplace culture that thrives on resilience, trust and shared aspirations.
Hope is not merely an abstract concept; as Gallup’s leadership research shows, it is a tangible leadership imperative that can guide organizations through turbulent times. Imagine a workplace where hope guides every conversation. By leading with hope, you empower your team to overcome challenges and create a brighter tomorrow.
Let hope be the spark that ignites change—starting today. Through intention, consistency and authenticity, leaders can weave hope into the very fabric of their organizations, transforming the ideas of leadership and followership alike.