Introduction
Summary of the book What Philosophy Can Teach You About Being a Better Leader by Alison Reynolds, Dominic Houlder, Jules Goddard and David Lewis. Before we start, let’s delve into a short overview of the book. Think about a moment when you felt like you truly mattered, not just as another face in the crowd, but as someone whose ideas and actions could make a real difference. Now imagine feeling that way at work, with everyone around you also feeling valued, heard, and encouraged to grow. Many of us never get this experience because we rely on tools and tricks that focus mostly on quick results, simple feedback, or shallow forms of motivation. But what if we could learn to be better leaders by turning to something deeper and more timeless? This is where philosophy comes in. Philosophy helps us ask meaningful questions about life, right and wrong, and what it takes to make good choices. It pushes us to think carefully, to question easy answers, and to understand people better. By weaving philosophy into leadership, we can create workplaces where everyone thrives.
Chapter 1: Understanding Why Relying Only on Workplace Feelings Can Mislead Your Leadership Goals.
Imagine walking into work and someone asks, How do you feel today? Do you feel valued? Are you happy with your workspace? These questions sound nice, right? After all, we all want to feel good. But as leaders, we must be careful. If we focus too much on feelings alone, we can miss what truly matters. Feelings can change quickly. One day, you might be excited about a new open-office layout; the next day, you might hate it because you had a bad morning. Relying on feelings to measure success is like trying to catch the wind in your hands. Feelings are important, but they often tell only part of the story. If we base big decisions on something so changeable, we might end up with plans that please people in the short term but fail to make things better in the long run.
Consider how companies often roll out surveys asking employees if they feel engaged or feel connected. These surveys aim to measure workplace happiness, hoping that if employees feel good, then productivity and success will follow. While the idea seems logical, the reality is more complicated. People’s reported feelings can be influenced by minor details, like the weather, personal moods, or the way a question is asked. For example, if someone just enjoyed a great chat with a coworker before taking the survey, they might rate their engagement higher than they would on a day when they felt rushed. Feelings can be slippery. A decision made based on these ever-shifting emotions can lead leaders astray, convincing them that a plan is working when it might only be riding a wave of temporary good vibes.
If we listen only to feelings, we might try to create environments that make people happy moment-to-moment, without helping them grow toward their true potential. Real growth is about learning, challenging ourselves, and becoming more skilled and thoughtful over time. Just feeling good doesn’t guarantee that employees are developing their talents or that the organization is moving in a strong direction. True self-actualization—the idea of using all your abilities fully—doesn’t always feel pleasant. Sometimes it means tackling tough projects, learning new skills, or facing hard truths about our performance. When leaders assume that good feelings equal good progress, they can ignore the deeper changes and improvements needed to build lasting success. In other words, constantly chasing good feelings might prevent you from seeing what your team truly needs to reach their highest goals.
Philosophy encourages us to look beyond surface-level emotions and ask bigger questions: What are we aiming for as a team or company? How do we know if our work is good or meaningful? Instead of asking, Do we feel good? philosophy makes us ask, Are we doing what’s genuinely good for us in the long run? While feelings matter—they tell us when something might be wrong or when morale is low—they are only one piece of the puzzle. By turning to philosophy, we shift from chasing temporary satisfaction to striving for deeper understanding and steady growth. This means leaders must learn to distinguish between feeling good and doing good. With this mindset, we stop blindly following moods and start building a workplace that encourages real, lasting progress.
Chapter 2: Reason, Self-Examination, and the Hidden Pathway Towards More Genuine Self-Actualization in Leadership.
What does it mean to be the best version of yourself as a leader? Ancient philosophers, like Aristotle, believed that to reach our full potential, we must use our unique human ability: reason. Unlike animals, which act mostly from instinct, or slaves in Aristotle’s time who had no freedom to choose their paths, free people can think about right and wrong. By using reason, we can carefully consider our choices, finding balanced approaches rather than simply reacting to feelings. Aristotle described the middle way—that sweet spot between two extremes. For example, courage lies between being overly reckless and being too afraid. Reaching this balance isn’t about following a simple formula; it’s about looking closely at each situation and using logical thinking to guide our actions toward something truly worthwhile.
But reason alone isn’t enough. The German philosopher Friedrich Nietzsche stressed the importance of looking inward to understand what truly drives us. Sometimes we think we act kindly because we are loving by nature, but maybe we’re just scared of rejection. Without honest self-examination, we might fool ourselves into believing our motives are pure when they’re not. Nietzsche believed we should dig deep to discover our real motivations and then use our power of choice to shape who we become. This self-examination is essential for leaders. If you understand what makes you tick—your fears, your hopes, your hidden desires—you can better guide yourself and others. You move from being a leaf blown about by random feelings to someone who directs their own course, choosing goals that matter and acting with integrity.
By combining reason and self-examination, leaders can set higher standards for themselves and their teams. Rather than looking for quick fixes or just following the latest trend in management, you question what truly needs to be done. This thoughtful approach transforms your workplace into a space for meaningful growth, not just feel-good exercises. For instance, when faced with a tough choice—like whether to invest in a long training program or take a shortcut—you don’t just ask, Which will make people happier right now? Instead, you ask, Which choice helps everyone learn and improve over time? Through this philosophical lens, short-lived happiness takes a back seat to long-term fulfillment and improvement. This kind of reasoning leads to more sustainable success, where leaders help their teams navigate challenges and become stronger.
Imagine a leader who balances courage with caution, honesty with kindness, and confidence with humility. Such a leader isn’t just lucky; they’ve put in the work. They’ve used reason to figure out what’s fair, sensible, and worthwhile, and they’ve turned inward to understand their true motives. Armed with these insights, they guide their team by example, showing how to solve problems thoughtfully and fairly. As a result, the group becomes more resilient and creative. Instead of just reacting to moods or following whatever everyone else is doing, the leader and team make choices based on principle and purpose. Over time, this commitment to reason and honest self-awareness creates a healthier, more trustworthy environment where everyone has the chance to reach their fullest potential.
Chapter 3: Exploring a Cooperative Perspective: How Buddhist Philosophy Nurtures Long-Term Strategic Business Success.
We often hear phrases like It’s a tough world out there or Look out for number one. Such thinking suggests people and businesses are naturally enemies, each fighting for a bigger piece of the pie. This leads us to a win-lose mindset, where one side’s success must mean another’s failure. In business, this attitude can cause firms to guard secrets, refuse to share resources, and push down others to climb higher. But what if this competitive view isn’t the only way? What if cooperation and understanding could lead to better outcomes for everyone involved? This is exactly where a different philosophy steps in—one that recognizes our connections rather than our differences.
Buddhist philosophy emphasizes that all people are deeply interconnected. Your success doesn’t have to mean my failure. Instead, we can support one another and share knowledge. This is a huge shift from the idea that only the strongest survives. When businesses follow this more cooperative approach, they open doors for greater trust, fairness, and growth. Imagine several companies working together to strengthen an entire industry. Rather than one company winning while others lose, everyone becomes more stable and successful because they help one another adapt, learn, and improve. This is not just a nice theory—it can become a real-life strategy.
A perfect example is the Malbec miracle in Argentina. For a long time, grape growers, transporters, and wine distributors in the Mendoza region struggled to make a name for their local Malbec wines. Instead of working together, they acted like rivals. Quality suffered, profits were low, and trust was in short supply. But when they decided to unite behind a common goal—promoting Malbec worldwide—everything changed. By sharing knowledge, improving processes together, and trusting one another, they turned their local product into a global success story. Rather than cutting each other down, they rose together. This shift mirrors Buddhist thinking, which encourages us to see ourselves not as isolated fighters but as partners in a shared journey.
Adopting a more cooperative perspective doesn’t mean ignoring competition entirely. There will always be differences in talent, resources, and opportunities. But instead of viewing others as enemies, you see them as players on a field where everyone can score. Leaders who embrace this idea promote openness, honest communication, and shared knowledge. Over time, their organizations attract motivated workers who respect their peers. Instead of spending energy tearing others down, everyone focuses on lifting the whole group up. This approach not only feels fairer and kinder but also leads to more innovation and stability. By blending Buddhist-inspired cooperation into their strategies, leaders can encourage a healthier, more sustainable kind of success where everyone can thrive.
Chapter 4: Embracing Experimentation and Adaptability: Learning Strategies from a World Without Fixed Rules.
In many parts of life, there are clear instructions. If you follow a cake recipe exactly, you’ll probably get the same dessert every time. If you change a tire correctly, you know your car will run smoother. But in business and other competitive fields, there’s no single recipe for winning. The playing field is always changing, and everyone brings their own approach. It’s more like a big game where the rules allow creativity, and there’s no permanent best strategy. Leaders who understand this know that success isn’t about copying a formula; it’s about being open to experimenting, learning, and trying again when plans fail.
Think of a basketball team competing at a high level. One night, focusing on shooting three-pointers might win them the game. On another night, carefully using time, passing more, or playing stronger defense might lead to victory. The best teams don’t stick to one rigid plan; they pay attention, react quickly, and adapt their strategy. If leaders applied this thinking to their companies, they’d be less obsessed with finding a single correct approach and more willing to learn by doing. Instead of panicking when things go wrong, they’d see each setback as a hint that it’s time to adjust and try something new.
Legendary investor George Soros is famous for this kind of mindset. He never assumes his initial assumptions are perfect. Instead, he watches for signs that things aren’t going as expected. When they don’t, he doesn’t get upset—he gets curious. He asks himself, What did I misunderstand? What can I learn from this mistake? Rather than trying to cover up errors or blame others, he studies them like clues that guide him toward a better path. This approach, which treats every error as a lesson, makes him nimble and successful in a world where nothing stays the same for long.
Leaders who embrace experimentation and adaptability encourage their teams to do the same. They create a safe space where people can test ideas without fear of punishment for failing. Instead of punishing mistakes, they reward learning. Over time, employees become more resourceful and confident. When a problem arises, they don’t freeze or cling to old methods; they explore new solutions. This culture of adaptability turns challenges into opportunities for growth. It also teaches everyone that success often emerges from trying, failing, and improving, rather than blindly following a set of rules. By embracing this philosophy, leaders build organizations that are ready to handle whatever the future brings.
Chapter 5: Leading Through Fairness, Trust, and Example Instead of Control or Dominant Influence.
Imagine two different bosses. The first one always shouts at assistants, arrives late without apologizing, and makes people feel small. This boss believes that by showing power, he proves his authority. The second boss arrives on time, listens carefully to your ideas, and admits when she doesn’t have all the answers. Which one would you rather work for? Most people would choose the second boss. This is because deep down, we respect leaders who treat us with fairness, honesty, and dignity, not those who try to control us. Being loud or intimidating might create fear, but it doesn’t build genuine respect.
Ancient philosophers like Plutarch understood this. They argued that the best way to influence others is by setting a good example. Show people how to act rather than forcing them. A scientist named Max Perutz built one of the most successful research laboratories in history by treating everyone as capable, honest, and ambitious. He didn’t rely on strict rules or endless hierarchies; instead, he focused on inspiring people through his work ethic and brilliance. His success proves that trust and fairness can attract talented, hardworking individuals who want to be part of something truly great, not just something fear-based or controlling.
Fairness is key here. To create a fair environment, leaders need to think about what is right and just, not just what makes them look strong. By applying the idea of the Veil of Ignorance, a concept developed by philosopher John Rawls, people make rules without knowing their future roles in a system. This means everyone tries to propose solutions that are fair to all, not just beneficial for themselves. When a leader participates in such discussions, showing they are willing to do any job or task they assign to others, they demonstrate fairness in action. This makes employees trust the leader more deeply.
When leaders focus on fairness and trust, the entire tone of the workplace changes. Employees feel respected, knowing their input matters and that the leader cares about their well-being. This encourages them to share ideas, take initiative, and support each other. Instead of pushing down on employees and demanding respect, great leaders lift everyone up, guiding them to become better. The result is a healthier environment where people want to contribute, learn, and grow. Such an atmosphere leads to long-term success, where everyone moves forward together, inspired by leadership that prefers to shine through kindness and example rather than dominance and fear.
Chapter 6: True Authority Emerges By Encouraging Empowerment, Not Merely Handing Out Power to Others.
What is authority? Many think it’s the boss sitting at the top of the pyramid, giving orders to those below. But this type of power is shallow and fragile. True authority isn’t about telling people what to do; it’s about creating conditions where people feel confident acting on their own good ideas. Real authority encourages others to stand up, speak out, and take responsibility. Instead of giving small pieces of power like treats, true authority invites workers to discover their own strength and talents.
Think of it this way: in your personal life, you don’t wait for someone to empower you to make decisions. You choose your hobbies, make friends, and solve personal problems on your own. Good leaders create workplaces that feel just as natural. Employees shouldn’t need permission to think creatively or solve issues; they should feel free to act when they see an opportunity. This doesn’t mean chaos—it means an atmosphere where everyone understands their role and knows they are trusted to use their judgment.
This idea relates to philosopher Thomas Hobbes’ understanding that people grant authority to leaders only when they respect them. A leader who tries to force authority will face rebellion or, at best, grudging compliance. But a leader who proves worthy of respect by listening, learning, and trusting their team earns true, stable authority. The story of Nandu Nandkishore at Nestlé Philippines is a perfect example. Instead of marching in and giving orders, he asked employees what should be done. By following their insights, he sparked growth and loyalty. Empowerment came not from him handing out tiny bits of control, but from encouraging people to realize their own power and voice.
When leaders understand that empowerment is something workers claim for themselves, not something leaders bestow, everything changes. Employees feel respected and valued. They begin to trust leadership, knowing their efforts won’t be ignored or blocked. This trust leads to stronger teamwork, better solutions, and improved performance. Over time, the organization becomes a place where authority isn’t about titles or shouting the loudest, but about guiding others to become the best versions of themselves. Such an environment fosters loyalty and passion, making the entire team more adaptable, creative, and successful.
Chapter 7: Communicating With Openness: How Letting Go of Control Improves Shared Understanding and Dialogue.
Have you ever felt like you were talking in circles during a conversation, never reaching any common ground? Often, it’s because people enter discussions already certain of what they want to hear. Instead of listening to understand, they listen to confirm their own opinions. As a leader, trying too hard to control a conversation can create misunderstandings. You might think that by pushing your point, you’ll get others to see it your way. But this only causes others to shut down or become defensive, making real dialogue impossible.
Stoic philosophers believed we should focus on what we can control—our own thoughts, words, and actions—and accept that we can’t control how others react. This mindset can transform communication. If you stop trying to shape the other person’s response and instead focus on explaining your position clearly and kindly, you invite honest feedback. The other person may agree, disagree, or offer new insights, but since you’re not trying to force their reaction, you’re more likely to discover common ground or at least understand their point of view better.
Imagine a manager who wants an employee to take on a new project. If the manager is impatient or assumes the employee will love the idea right away, they might get upset when the employee hesitates. By digging deeper and asking why, the manager might learn that the way they presented the opportunity felt mistrustful or too controlling. With a calm, open approach, the manager can adjust their communication style, give the employee room to express concerns, and come to a better solution. Over time, this willingness to let go of strict control fosters a more open and respectful atmosphere.
When leaders communicate openly, they set an example that encourages everyone to do the same. Employees become more comfortable sharing ideas or pointing out issues because they know they won’t be judged or forced into agreement. This openness leads to a richer exchange of ideas, sparks creativity, and helps solve problems more efficiently. Instead of wasting energy pushing your preferred outcomes, you invest in understanding and learning from each conversation. By doing so, leaders don’t just get better results—they also strengthen trust and respect, building a team that listens, cooperates, and grows together.
Chapter 8: Transforming Engagement: Viewing Colleagues as Real Human Beings, Not Mere Workplace Objects.
What makes people excited to come to work? Some believe it’s all about offering rewards or organizing team-building games. But true engagement isn’t something you create with a clever program. Engagement is a natural human state that happens when we feel valued for who we are. Unfortunately, many workplaces treat employees like objects, expecting them to just follow orders and fit neatly into predetermined roles. This object-like treatment crushes the spark of genuine engagement.
A philosopher named Martin Buber wrote about the difference between treating someone as an it versus treating them as a thou. When we treat others as its, we see them only as tools to achieve our goals. We measure them with cold metrics, like how well they align with the boss’s perspective. When we treat people as thous, we acknowledge their complexity, fears, dreams, and personal experiences. We see them as equal participants in a shared journey, not just cogs in a machine.
In practical terms, this means cutting down on endless meetings and forced engagement sessions that do little more than waste time. Instead, create opportunities for real encounters—casual conversations in the hallway, shared coffee breaks without a strict agenda, or open discussions where anyone can speak freely. When leaders show they genuinely want to know their people, engagement naturally rises. Without being forced, employees feel recognized, encouraged, and motivated to contribute more. This isn’t a trick; it’s simply acknowledging our common humanity.
When leaders commit to seeing colleagues as full human beings, something magical happens. Creativity blossoms because people feel safe sharing new ideas. Trust grows as honest conversations become the norm. The work environment begins to feel less like a rigid machine and more like a community. Over time, people come to work not just because it’s their job, but because they’re part of something bigger than themselves. This deep engagement drives long-term growth, higher-quality output, and a happier, healthier workplace. The lesson is simple but profound: treat people like people, and watch the entire organization thrive.
Chapter 9: Facing Moral Complexity: Understanding Competing ‘Rights’ and Embracing Ethical Plurality in Decisions.
When we think about doing the right thing, we often imagine a clear choice between good and evil. But in real life, ethical decisions are rarely so simple. Sometimes we must choose between two equally good but conflicting values. Imagine a military officer during wartime who must decide how to handle a security leak. One option protects soldiers’ lives, another protects innocent workers’ jobs. Both choices seem right in some way, yet they pull in different directions. This is moral plurality: a world where multiple good principles can clash.
Philosopher Isaiah Berlin believed we should accept that not all moral values fit together perfectly. We live in a world of competing goods rather than a tidy list of absolute rules. This means leaders must weigh options carefully, recognizing that no single solution will please everyone or solve every problem. Instead of hoping for a magical answer, you consider the relative importance of each competing value. By doing so, you act more thoughtfully, understanding that tough decisions often involve trade-offs.
In a workplace setting, this might mean choosing between financial growth and employee well-being, or between strict privacy and honest transparency. Both sides have virtues and drawbacks. Trying to force a simple right or wrong label might lead to frustration. Instead, acknowledging moral complexity encourages open discussions where people admit the difficulty of the choice. This honesty can lead to more considerate policies, where leaders explain why they picked one path and understand the cost of not picking the other.
While it might feel unsettling to admit that we can’t have it all, embracing moral plurality makes leaders wiser. They learn not to ignore important values just because they conflict with another good choice. Instead, they weigh the pros and cons, communicate openly about their reasoning, and show empathy for those who are disappointed. Over time, this approach builds respect and understanding within the team. Employees see that decisions aren’t made lightly or selfishly but with a genuine attempt to balance different rights. In a complicated world, this kind of ethical reasoning can guide leaders toward choices that, if not perfect, are at least deeply considered and respectful of the complexity we all share.
Chapter 10: Accepting Freedom’s Weight: Balancing Choice, Responsibility, and Personal Growth as a Leader.
We all love the idea of freedom. It sounds like the ability to do whatever we want, whenever we want. But freedom isn’t just a ticket to unlimited fun; it also comes with responsibility. Consider a designer who is given complete freedom to create a new website. With no strict instructions, he must rely on his own skills and taste. If the result fails, he can’t blame anyone else. This is both the beauty and the burden of freedom: you get to shape your path, but you also face the consequences of your choices.
Philosophers called existentialists believed that we create ourselves through our actions. We are born as blank pages, and the story of our life is written by our own choices. This might sound exciting, but it can also feel scary. Without strict rules or someone telling you exactly what to do, you must trust yourself. For leaders, this means you can’t just say, I followed the instructions. You must decide what’s right and then stand behind that decision, even if it doesn’t work out perfectly.
For a leader, embracing freedom means letting go of excuses and owning up to mistakes. If a strategy fails, you learn from it. If your team struggles, you ask yourself what you could have done differently. This responsibility isn’t about feeling guilty; it’s about growing wiser. When leaders accept responsibility for their actions, they become more thoughtful about what they choose. They ask tougher questions, seek multiple perspectives, and remain humble, understanding that their freedom to choose comes with a duty to consider outcomes carefully.
This approach creates a culture where everyone understands that freedom at work means not just doing what you want, but also thinking deeply about what you do. It encourages creativity, since people know they have room to explore. It also encourages accountability, since everyone realizes their choices affect others. Over time, your team learns to handle their freedom responsibly, producing better, more reliable results. The goal isn’t to avoid mistakes entirely—that’s impossible—but to learn from them and grow stronger. Freedom, handled wisely, can turn workplaces into arenas of learning and growth.
Chapter 11: Bringing It All Together: Building A Thoughtful, Philosophical Mindset For Lasting Leadership Transformation.
We’ve journeyed through many ideas: from avoiding the trap of relying only on feelings to embracing reason and self-examination, from seeing coworkers as people rather than objects to accepting the complexity of moral decisions. Each chapter has shown that philosophy isn’t just old ideas in dusty books—it’s a powerful tool for becoming a better leader. When you view your team, your decisions, and your responsibilities through a philosophical lens, you gain a deeper understanding of what leadership truly means. Philosophy teaches you to slow down and think, not just react.
Building a philosophical mindset means welcoming questions rather than rushing to answers. It involves challenging your assumptions about competition, recognizing the value of cooperation, and understanding that engagement flows naturally when people feel respected. It also means seeing freedom as both an opportunity and a responsibility, one that encourages personal growth as well as organizational success. Instead of feeling trapped by moral puzzles, you learn to navigate them thoughtfully, acknowledging that right can have many forms.
As you apply these insights in the real world, you’ll notice changes. Your conversations with colleagues become richer because you truly listen, not just wait for your turn to speak. Your team members feel more empowered to suggest ideas and solve problems. They become active participants, not passive followers. Over time, trust and loyalty grow. When people see a leader who thinks deeply, treats them fairly, values honesty, and respects different viewpoints, they respond with genuine engagement and commitment.
This transformation doesn’t happen overnight. It’s a gradual process of learning, reflecting, and adjusting. But as you continue to practice these philosophical principles, your leadership moves beyond just hitting targets. You begin creating an environment where people learn, care, and improve together. In a fast-changing world, leaders who rely on shallow fixes won’t last. Those who embrace philosophy will guide their organizations through uncertainty with wisdom and courage. By blending thoughtfulness, compassion, fairness, and adaptability, you become the kind of leader who inspires lasting positive change and sets a bright path for everyone to follow.
All about the Book
Discover transformative insights in ‘What Philosophy Can Teach You About Being a Better Leader’ by Reynolds, Houlder, Goddard, and Lewis. This enlightening guide bridges philosophical principles with practical leadership strategies for impactful decision-making.
Alison Reynolds, Dominic Houlder, Jules Goddard, and David Lewis are expert thought leaders who combine philosophy with business insights to empower leaders in their professional journeys.
Business Executives, Entrepreneurs, Human Resource Managers, Team Leaders, Consultants
Reading Philosophy, Leadership Development Workshops, Public Speaking, Networking Events, Writing Articles on Leadership
Lack of innovative thinking in leadership, Ethical decision-making in business, Communication barriers within teams, Navigating change in organizational structures
Philosophy teaches us that the questions we ask are as important as the answers we seek.
Simon Sinek, Brené Brown, Richard Branson
International Book Award for Leadership, Best Business Book of the Year, Readers’ Choice Award
1. Discover philosophical approaches to effective leadership strategies. #2. Develop critical thinking for improved decision-making. #3. Embrace ethical frameworks for guiding leadership actions. #4. Enhance self-awareness in personal leadership style. #5. Cultivate a culture of open dialogue and reflection. #6. Foster innovation through diverse philosophical perspectives. #7. Balance reason with emotion in leadership processes. #8. Strengthen resilience by embracing philosophical stoicism. #9. Encourage team collaboration using philosophical insights. #10. Learn to navigate complexity with philosophical tools. #11. Inspire a vision aligned with ethical values. #12. Practice humility as a key leadership trait. #13. Lead with authenticity and self-reflection skills. #14. Gain understanding of power dynamics in leadership. #15. Implement pragmatic solutions from philosophical teachings. #16. Build trust through transparent and principled leadership. #17. Recognize biases and assumptions in leadership judgments. #18. Utilize philosophical questioning to challenge status quo. #19. Integrate moral considerations into strategic decisions. #20. Develop adaptive thinking in uncertain leadership scenarios.
leadership development, philosophy in business, improve leadership skills, business philosophy, executive leadership, strategic thinking, business success, leadership strategies, personal development, transformational leadership, communication skills in leadership, philosophical approach to leadership
https://www.amazon.com/What-Philosophy-Can-Teach-Leader/dp/1631571940
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