The Power of Indirect Leadership

The science of influencing from a distance

As a leader, you might be used to direct actions, one-on-one communication, or working with smaller groups, where you can exert immediate influence. However, as your organization grows larger and more complex, you may find yourself in a position where these methods are no longer the most effective tools for leadership. Instead, you might need to lead from a distance, influencing people indirectly, often across long distances and multiple layers in your organization. In such situations, indirect leadership becomes a vital but challenging skill for leaders to master.

I recently gave a presentation in Sweden on the topic, using the latest research and models from the Swedish Defence University as a reference. You can find a recording of it here. Unfortunately, the presentation is only available in Swedish, so in this article, I’ve outlined the core ideas from the presentation. I explore the concept of indirect leadership, how it differs from direct leadership, and why it’s essential in today’s organizational landscape, and I conclude with a few research-backed insights and practical examples of how indirect leadership works in practice.

Direct vs. Indirect Leadership
In direct leadership, there is often a clear line of communication and interaction. In small groups, goals and feedback can be discussed regularly and adjusted immediately based on direct observations and conversations. As a leader, you engage and influence your team directly—whether face-to-face or voice-to-voice—and they can interpret and respond to your actions and behavior in real-time.

For example, imagine someone leading a team of five people. They can meet with the team regularly, discuss goals, offer feedback, and adjust based on immediate observations. In this scenario, you exercise direct leadership by engaging with the team and influencing their actions through direct interactions. Feedback is immediate, and any misunderstandings can be quickly resolved through dialogue.

In contrast, indirect leadership occurs at a distance, often across multiple levels of the organization. It involves the leader shaping the organization’s vision, strategy, or culture without constant, direct contact with all the teams and individuals responsible for carrying out the work.

If you are the CEO of a company with 3,000 employees, you cannot interact with everyone consistently or continuously. Instead, you have to use indirect communication channels like defined objectives, portfolios, town halls, or newsletters. You’re still leading, but your influence is now filtered through others. The effectiveness of your indirect leadership depends largely on how well these intermediaries convey and interpret your message.

The whisper game and filters
Studies show that the more detailed the instructions are, the higher the chances they’ll be misunderstood or filtered as they move through the organization. This is especially true when the focus is on how something should be done, rather than why it needs to be done. Every level of specificity runs the risk of getting misunderstood or re-interpreted because it didn’t originate in the context where it is received.

Not unlike the children’s “whisper game,” as your message passes through different layers, it can get filtered, misinterpreted, or altered, leading to unintended outcomes. More crucially, each person in your organization has a different perspective and context that shapes how they interpret your message. They may have insights and expertise that aren’t compatible with the details in your plan. 

To avoid this, focus on communicating the why behind your decisions and leave more room for the people and teams that will perform the work to define the what and how. When people understand the reasoning behind an action, it provides context, allowing them to adapt the instructions to their specific situation. Explaining the why gives your people the framework they need to interpret your message correctly, even as it moves through different levels of the organization.

The role of image and symbolism in Indirect Leadership
Another powerful tool in your indirect leadership toolkit is your image and symbolism. Even when you’re not physically present with your team, your actions, appearance, and overall demeanor can have a huge impact on how you’re perceived. In many cases, the way you carry yourself can be even more effective than direct communication.

Take the example of Ukrainian President Volodymyr Zelensky during the 2022 Russian invasion. Zelensky, a former comedian and actor, may not seem like the traditional wartime leader, yet he became an internationally recognized symbol of resilience and leadership. His choice to consistently wear simple, olive-green military attire sent a powerful message of solidarity with his people. Without saying a word, he communicated his commitment to staying with them through the crisis.

In your role, your image can send equally strong messages. By embodying the values you promote, you can influence your organization in ways that go beyond what you say. Your appearance, actions, and behaviors should align with your leadership message to ensure your influence reaches far beyond direct interactions.

The importance of trust in Indirect Leadership
One of the most critical factors in indirect leadership is trust. When you’re not in direct contact with your employees regularly, you must rely on others to carry out your vision and strategy. For this to happen effectively, your employees need to trust your judgment, the organization’s mission, and the systems you’ve put in place.

If your team doesn’t trust your leadership or feels disconnected from the organization’s purpose, they’re less likely to follow through on your strategies. Even the best-planned initiatives can fail if people aren’t motivated to implement them. On the other hand, when there’s trust, your team is more likely to understand and act on your message.

Building and maintaining trust within your organization is crucial. Employees need to believe in the overall direction of the company and trust that you have their best interests at heart.

Practical tips for mastering Indirect Leadership
Now that you have a deeper understanding of indirect leadership, here are some practical tips to help you improve your ability to lead from a distance:

• Communicate the “why” clearly: Focus on explaining the reasoning behind decisions and actions. This helps employees understand the broader context and allows them to decide and shape how they take action the their local context. This reduces the risk of misinterpretation as your message moves through different levels.

• Build trust at all levels: Transparency, consistency, and showing genuine care for your employees’ well-being are key to building trust in your leadership. The more your team trusts you and each other, the more effectively the strategies will be executed.

• Be mindful of your image: You’re always communicating, even when you aren’t speaking. Your actions, attire, and overall demeanor send messages about your leadership. Make sure your image aligns with the values you want to promote. It has an even further reach than your words and actions.

• Empower your leaders and teams: Since indirect leadership relies on local leaders and teams to get things done, invest in training and developing them. When they understand your message and strategy, they can lead their teams in alignment with your goals.

• Be patient with feedback loops: Unlike direct leadership, where feedback is immediate, indirect leadership often involves delays. Create systems to gather feedback from different levels of the organization to ensure your message is being understood and implemented correctly.

• Leverage technology for communication: Use tools like video messages, virtual town halls, and collaborative platforms to maintain a connection with your employees. Technology can help bridge the gap between direct and indirect leadership, making communication more seamless.

Conclusion: The art of leading from afar
Indirect leadership might seem daunting at first, especially if you’re used to direct interactions. But in large organizations or complex systems, it’s a skill you must master. By focusing on the why behind decisions, building trust, and being intentional about your image, you can lead effectively, even from a distance.

Remember, indirect leadership isn’t about micromanaging through layers. It’s about setting a vision, fostering a strong organizational culture, and empowering others to carry out that vision. As your organization grows, mastering the art of indirect leadership will become increasingly important to driving meaningful, lasting change.