Steps to manage leadership isolation

These pressures converge in one office, the leader's, and while they are surrounded by people, very few of those are safe to speak to openly.

Decisions meant to safeguard the organisation may disappoint employees, people-centred choices may upset shareholders who may think the leader is more concerned with employees interests than business outcomes.

Read: Why that silence during your meetings signals a leadership problem

Every action has a ripple effect, and the leader carries both the responsibility and the emotional weight.

In Kenya, leadership is also intertwined with cultural expectations. When someone rises to a senior position, family and community often assume newfound wealth and influence.

Relatives anticipate assistance, society expects composure and generosity, and any sign of struggle may be judged harshly. This adds emotional pressure and makes vulnerability difficult. Leaders learn to “perform strength,” even when tired, overwhelmed, or uncertain.

Leadership loneliness is real, but it can be managed. Leaders can take intentional steps to reduce loneliness.

Involve others in decision-making and solution building: Leadership does not mean having all the answers. Involving teams, departments, and cross-functional colleagues not only improves the quality of solutions, it reduces isolation.

Collaborative planning builds trust and encourages ownership. When people contribute to decisions, they support them more readily, and freely interact with the leaders.

Hold personalised meetings with managers and peers: Schedule regular, private check-ins, not just for performance discussions, but for genuine conversation.

These engagements help leaders stay connected to the pulse of the organisation and reduce emotional distance. Such meetings encourage transparency, strengthen rapport, and allow leaders to receive honest feedback in a moderated, respectful setting.

Be true to self: Authenticity remains one of the strongest remedies to loneliness. Leaders who are grounded in their values, identity, and purpose are less shaken by external expectations.

Being true to self means maintaining integrity even under pressure, acknowledging emotions rather than suppressing them, and allowing others to see you as human, not a symbol of perfection.

Seek coaching support: A leadership coach provides a confidential, non-judgmental space to process decisions, emotions, and personal challenges. Coaching enhances self-awareness, strengthens emotional intelligence, and helps leaders build clarity and resilience.

Build diverse networks: Cultivate meaningful relationships beyond the immediate workplace. Professional bodies, alumni networks, hobbies, and community groups, offering mentorship offer balanced perspectives and emotional grounding.

Establish a trusted inner circle

Identify a small group of people—inside or outside the organisation—who provide truth, empathy, and confidentiality and honest feedback to you.

Read: High cost of toxic leadership

Strengthen Emotional Intelligence: This enables leaders to develop self-awareness, understand and manage their emotions, and of others, interpret situations thoughtfully, and respond rather than react. It supports empathy, clarity, and healthier engagement, and reduces stress.

Leadership may sometimes feel lonely, but it does not need to be isolating. When leaders intentionally build connection, maintain self-awareness, and seek meaningful support, they lead not just with authority, but with emotional intelligence, which has been globally identified as key catalysts of transformational leadership. And that is the kind of leadership that transforms organisations, communities, and people.

The writer is a HR strategist, leadership and career coach at Pristine Management Solutions.