Leadership Defined by the Power of Example
Created at: October 4, 2025
Example is leadership. — Albert Schweitzer
From Maxim to Method
Albert Schweitzer’s terse claim—“Example is leadership”—collapses the distance between message and method. He is not saying that example supports leadership; he is saying it constitutes it. Schweitzer’s own life made the point tangible: a celebrated theologian and organist, he left Europe to found a hospital at Lambaréné in 1913, embodying his ethic of “Reverence for Life.” By serving first and preaching second, he demonstrated how action clarifies values and invites others to follow. From this foundation, the idea unfurls: when deeds and ideals align, influence becomes natural rather than coerced, and leadership emerges as a lived argument that others can test and trust.
Deep Roots in History
Historically, the power of example has been governance’s quiet engine. Confucius captures it in the Analects 2.3: “Lead the people with virtue and they will have a sense of shame and moreover become good,” implying that moral modeling proves more durable than punishment. Centuries later, George Washington set a democratic precedent by surrendering command in 1783 and, crucially, by stepping down after two presidential terms—ritualizing restraint and signaling that authority should be temporary. These exemplars, though separated by culture and time, converge on the same lesson: modeled behavior becomes civic architecture, shaping norms that laws alone struggle to enforce. With history as prologue, the question becomes why example works so reliably on human behavior.
Why It Works: Social Learning
Psychology offers a clear mechanism. Albert Bandura’s Social Learning Theory (1977) shows that people learn by observing others’ actions and the consequences that follow; in organizations, this becomes a loop of modeling, imitation, and reinforcement. Likewise, research on social norms (e.g., Cialdini’s work on social proof) explains how visible behavior sets expectations for what is acceptable. In firms, “tone at the top” is not a slogan but a signal: Guiso, Sapienza, and Zingales’s The Value of Corporate Culture (2015) associates perceived integrity with better performance, especially where trust matters. Put simply, leaders author the scripts others perform. Because attention flows upward, even small acts—owning a mistake, inviting dissent—scale into culture, for good or ill. Hence, example operates as the quiet technology of influence.
Case Study: Alcoa and Safety
Consider Paul O’Neill’s tenure at Alcoa. In his 1987 debut to investors, he announced a singular priority: worker safety. Skeptics balked—until a cascade of changes followed. O’Neill demanded immediate reporting of injuries, personally called managers after incidents, and halted production to fix root causes. As Charles Duhigg recounts in The Power of Habit (2012), this visible commitment aligned routines, data flows, and accountability; injury rates fell to a fraction of prior levels while profitability and market value climbed. The lesson is not that safety magically boosts earnings, but that example clarifies trade-offs. By demonstrating what would never be sacrificed, O’Neill rewired the organization’s reflexes—revealing how a leader’s consistent deeds can reframe what “success” means day to day.
Crisis Leadership in Practice
Crises amplify the megaphone of example. After the 2019 Christchurch attacks, New Zealand’s Prime Minister Jacinda Ardern modeled empathetic resolve—meeting victims’ families, wearing a hijab in solidarity, and refusing to name the perpetrator. The symbolism was inseparable from policy; swift gun-law reforms followed, and public trust consolidated around her calm, inclusive tone. During the early COVID-19 response, her daily briefings and clear appeals to a “team of five million” echoed the same pattern: visible conduct that set an expectation for transparency and collective care. Thus, in volatile moments when ambiguity reigns, a leader’s demeanor—what they attend to, how they speak, where they stand—becomes the blueprint the public copies.
The Dark Mirror of Example
Yet Schweitzer’s maxim cuts both ways: bad examples lead too. The Wells Fargo account scandal (2016) grew from an aggressive cross-selling culture where targets eclipsed integrity; Congressional reports described how frontline staff internalized the message that numbers mattered most, even if it meant creating millions of unauthorized accounts. This is social learning in reverse—when rewards and role models normalize deviance, misconduct propagates as efficiently as excellence. The caution is plain: leaders cannot opt out of example. Even silence and inattention are performative, signaling what can be ignored. Therefore, ethical leadership requires curating not only goals but also the means celebrated in pursuit of them.
Practicing the Principle Daily
Applying Schweitzer’s principle begins with one visible, non-negotiable behavior that encodes your values: start every meeting with a safety check or a customer story; publish postmortems that name your own mistakes; invite the most junior voice first; or walk the floor before you read the dashboard. Then, align incentives so people are praised for following the example, not just hitting the target. Over time, these micro-rituals cast the “shadow of the leader,” turning isolated acts into shared muscle memory. Ultimately, example is not a flourish after strategy—it is the strategy’s medium. By letting conduct carry conviction, leaders make their values legible, repeatable, and, finally, contagious.