Why Present and Consistent Leadership Drives Performance

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In today's rapidly evolving professional landscape, effective leadership is more critical, yet arguably more complex, than ever before. Organizations grapple with unprecedented challenges, from managing hybrid workforces to fostering genuine connection in an increasingly digital world, all while navigating generational shifts in employee expectations. Understanding what truly constitutes impactful leadership in this dynamic environment requires deep insight from those on the front lines of executive education and organizational development.

To shed light on these pressing issues, we recently sat down for an illuminating interview with two distinguished experts from the Management Department at Bentley University: Jeff LeBlanc and Susan Vroman. Both bring a wealth of academic knowledge and practical experience to the conversation, offering unique perspectives on the qualities and strategies defining leadership excellence today. Their insights are particularly valuable given their direct engagement with both aspiring and seasoned leaders across diverse industries.

Jeff LeBlanc, a Lecturer and the visionary Creator of the Engaged Empathy Leadership Model, provided a nuanced perspective on the strategic role of compassion and understanding in modern leadership. Complementing his views, Susan Vroman, a Senior Lecturer and an accomplished Consultant/Coach, offered practical wisdom on navigating common leadership blind spots and fostering accountability. Together, their expertise forms a comprehensive framework for understanding the intricacies of contemporary leadership challenges and the transformative approaches required for sustained success.

Susan, in your work with executives across various industries, what do you consistently identify as the biggest leadership blind spots in today’s rapidly evolving workplace, and how do these blind spots typically manifest?

Susan: Responsible leaders hold their team members accountable. A lot of leaders seek to be liked by their teams by establishing an easy-going rapport or removing “red tape” and formal SoP’s, and but this approach often leads to huge blind spots. Letting things slide for the sake of harmony, tolerating repeat issues without holding difficult conversations, and simply not establishing acceptable standards for task completion or appropriate team behaviors leads to bigger problems.

In a related topic, “transparency” is a valued element in today’s workplace. In terms of performance, employees say they genuinely want to know where they stand. Here again, leaders may fall into a trap. It is one thing to have open books or glass conference room walls, but when it comes to explaining what is propelling advancement or holding some people back, leaders find it difficult to be objective. And in all honesty, I don’t blame them. So few companies have clear metrics for performance and behaviors, fewer invest time or energy to preparing managers to hold coaching conversations. 

It is hard to manage your friends, but when you’re given a formal management position, this is necessary for their and your success.  Strong performers who perceive there is a “good-old-chum club” culture will question their fit if they see the boss giving friendly breaks.  They may ask: Why should I do the right thing if others are not? Why change if my boss can’t tell me what I should be doing? Your star performers will even question why they stay if peers are not pulling their own weight? Leading people means looking at the situation, the players, and the goals in concert.  When you’re the boss, you need to establish clear standards and manage to them. Unless there are tools in place, this is nearly impossible sometimes.

Jeff, you've emphasized that empathy matters more than ever. Can you explain your "Engaged Empathy" model, why it requires structure to be truly effective, and what Gen Z is specifically asking for from their leaders when it comes to empathetic engagement?

Jeff: Empathy is essential, but it is not enough on its own. That is why I developed the Engaged Empathy model—a leadership approach grounded in research and classroom practice. It centers on three key pillars: kindness, fairness, and structure. These are not soft skills. They are strategic tools supported by behavioral research and real-world application that help leaders earn trust, set clear expectations, and build resilient teams.

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