Avoid committing to a single leadership style. Instead, view different approaches (e.g., empathetic vs. autocratic) as tools in a toolkit. A skilled leader knows which tool is appropriate for a given situation, even if it's not their default preference.

The term 'fighter' in leadership doesn't mean being aggressive. It's about resolutely standing for your beliefs while using strong relationships, built by giving more than you take, to bring people along and drive change effectively.

Effective leadership isn't about one fixed style. It’s about accurately reading a situation and adapting your approach—whether to be directive, empathetic, or demanding. Great leaders know that leading senior executives requires a different approach than managing new graduates.

In corporate settings, leaders are often urged to be 'tougher'. However, investing emotion and compassion builds deep trust and loyalty, which is a far more powerful and sustainable motivator than authority. This approach should not be mistaken for weakness.

We subconsciously conjure different archetypes for men (strong, tough) and women (compassionate, kind). When evaluating individuals, especially in leadership, we judge them against these prescriptive gendered templates, punishing any deviation.

A common misconception is that exercising feminine energy—being empathetic and collaborative—equates to being a pushover. This is false. Leaders can and should maintain strong, clear boundaries while leading from a place of empathy and creativity.

Research suggests women leaders often navigate a double bind. They may need to establish warmth and care to be liked, but can differentiate themselves by strategically violating stereotypes with authoritative actions. The key may be earning the right to be tough through demonstrated empathy.

A private equity professional explains how she shifted her mindset from being intimidated as the only woman on her team to using it as a source of power. By embracing her unique position, she commands attention and respect in a way that differentiates her.

Leaders shouldn't aim to be "nice," which is about people-pleasing and avoiding discomfort. Instead, they should be "kind," which involves authenticity and having necessary but difficult conversations. Good leaders hold firm lines, which isn't always "nice."