What Kind of Leader Are You Under Pressure?

It has been a while since I last wrote a post about leadership, so while reading the latest articles in the Harvard Business Review, I came across a piece titled “6 Ways Leaders Harness Stress” that I found particularly interesting and decided to share with my WordPress community, because after all, we are all leaders. 

Everyone who has occupied a leadership position knows that stress is unavoidable. It doesn’t matter whether the stress is self-imposed or influenced by external forces; it is always there, and you need to learn how to manage it.

I think the ultimate stress test is leading soldiers in combat. Not only do you have to deal with the regular stresses that affect any leader in the government or private sectors—such as project timelines, delivering services, budgets, and managing people—but you also need to worry about their safety and keeping them alive. A military leader must worry about soldiers in combat and their families back home. As you can imagine, the stress is out of this world. So, I feel for leaders and understand what they are going through.

Anyway, the Harvard Business Review article discusses the stress that today’s leaders are facing from every direction: geopolitical instability, economic uncertainty, and technological disruption (artificial intelligence comes to mind). The article states that stress levels among leaders are now even higher than they were during the height of the pandemic. That might be true, but I guess not all CEOs and leaders are overly stressed. Some still find time to engage in extramarital affairs and get caught on national television at a concert, apparently enjoying life a bit too much.

Putting sarcasm aside, the article argues that while stress itself is unavoidable, our response to it can make the difference between effective leadership and poor decision-making. The authors, Jon Miller and Drew Keller, identify six common leadership styles that emerge under pressure.

The Lighthouse remains calm and steady, helping others navigate uncertainty. Their composure creates confidence, but they risk appearing detached or indecisive.

The Alchemist sees disruption as an opportunity for transformation. These leaders thrive on reinvention and innovation, though they can sometimes exhaust their teams with constant change.

The Firefighter springs into action when problems arise. Their decisiveness can save the day, but acting too quickly may lead to impulsive decisions and burnout.

The Stoic relies on discipline, reason, and self-control. While their analytical approach brings clarity, the authors imply that they may struggle to acknowledge emotions—their own and those of others. I’m not entirely sure about that, though. Stoics acknowledge emotions; they simply do not get overly excited or distressed by things that are outside of their control.

The Diplomat focuses on relationships and consensus. They excel at maintaining trust and cohesion but may avoid necessary conflict.

The Container responds to uncertainty by creating structure and control. Their organized approach keeps teams focused, yet they can unintentionally isolate themselves and exclude valuable perspectives.

I think I displayed a little bit of each style during my time in the Army, and that is a good thing because the authors emphasize that no single style is superior. Each has strengths and weaknesses, and effective leaders learn to recognize their default response while developing the flexibility to adapt when circumstances demand it.

The most valuable lesson is that leadership under pressure is not about eliminating stress. It is about understanding how stress affects us, recognizing our blind spots, and expanding our range of responses. The leaders who perform best during crises are not those who feel the least pressure, but those who can adjust their approach as conditions change.

In the end, resilience and the ability to shift and adapt to a new environment are the keys to success.

I know the article is focused on leaders who are probably serving in government, private-sector, and nonprofit organizations, but these leadership styles can easily be applied at home. After all, if you have a household, then you are a leader or co-leader. The home enterprise is a challenging one for sure, and as a retiree who now focuses on leadership at home, I am always looking for the latest leadership ideas and trying to apply them to my current situation.

If you are a mom, dad, or grandparent, you can probably identify yourself with one of those six styles—or perhaps all of them.

Do you remember the last time you were a Lighthouse or a Firefighter?

26 thoughts on “What Kind of Leader Are You Under Pressure?”

    1. A lighthouse during a writing process—that’s a nice way to engage with that particular leadership style. I can definitely see it, and maybe use the container style to put students back on the right path. Thank you, Liz.

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  3. I love this insight, Edward…it absolutely reflects the gloriousness of leaders who’ve inspired me, because of this skill:
    “The leaders who perform best during crises are not those who feel the least pressure, but those who can adjust their approach as conditions change.”
    The ability to pivot but retain integrity above all else. Demonstrating competence.
    One of mentors always talked about his tool kit and deploying what was needed, being willing to vary his approach with transparency. His nimbleness in the face of innumerable challenges was always based on greater good. I was lucky to be in his orbit.
    Another winner of a post…let’s hope our children and those who follow them, generationally, will do a better job than the one with presidential power currently. Anything but a leader.
    xo! 💝

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    1. Thank you, Vicki. I love the toolkit reference (we use it a lot in the military) because it’s spot on. A leader needs to be able to open that kit and find the right tool to address a particular problem. One tool can’t fix every problem, so having the capacity to select the right one is essential. Yes, with all the problems that we are facing, we need a leader who can focus on what is really important. Social Security comes to mind. If I were the executive, I’d be meeting with Congress weekly to find a satisfactory solution before the program gets into trouble in six years or so.

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  4. Thank you, Edward. I think what is said about leadership stands beside what is unsaid. Some of the current pressures created by some powerful leaders and encountered by others involve corruption, the demise of institutions, unpredictability. the nihilistic and transactional nature of some of the those who serve themselves, and the normalization of what would have been seen as abnormal for the last three quarters of a century. I hope that’s is addressed by those who offer us guidance in leadership.

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    1. You’re very welcome. I completely agree with you. What I’m seeing is a lot of special interest groups pushing their agendas without regard for the country and others. Some leaders just accept those recommendations because they benefit personally from passing them. It seems like things are getting worse; a clear example is a government paying billions to cancel a windmill lease just because a special interest group wants to eliminate alternative energy. The whole thing doesn’t make sense to me. Diversification is key, but I guess greed is too powerful to counter. I’m still hopeful that strong leaders will rise and get us back on the right path. Thank you, Dr. Stein.

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  8. Interesting and informative post, Edward. It cannot be easy for our political and corporate leaders to navigate the geopolitical volatility of our times. During my professional life and as a single parent, I’ve faced many situations in which I’ve had to assume the leadership roles of Lighthouse or Firefighter, depending upon the circumstances. I give thanks that those stressful days are behind me.

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    1. Thank you, Rosaliene. Definitely not the best time to lead a company, that’s for sure. There are a lot of mergers and bankruptcies happening lately. I’m with you about those stressful days, so happy they are behind me now.

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    1. It definitely applies in the military as well. A cheerleader when a situation is bringing you down is extremely helpful. I had a few of those during my career, and they always saved the day. A leader who can balance leading and cheering for those who need a little lift is essential in every organization. Thank you, Mary.

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  10. Yep I’m probably a lighthouse and for some reason when tensions should be high, I get even more relaxed and laid back, which drives others nuts lol

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