Leaders Must Model Desired Behaviors: The Power of Example

The Power of Example: Why Leaders Must Model Desired Behaviors
High performing leaders do more than create strategic clarity and set expectations; they consistently and visibly embody the outcomes (Doing) and behaviors (Being) that they expect. Organizational culture assessment data shows that leadership behaviors carry far more weight than leadership speeches and emails. Why? Because employees are constantly observing, interpreting, and emulating the actions  — both good and bad — of their leaders.

When leaders consistently model the behaviors they expect from their teams, they create a culture of accountability, trust, and alignment. Conversely, when there is a disconnect between a leader’s words and actions, employee engagement suffers, and organizational conflict festers.

What the Research Says about Why Leaders Must Model Desired Behaviors
Research underscores the impact of modeling in leadership.

• Bandura’s social learning theory highlights that people acquire behaviors by observing, imitating, and responding to the consequences of others’ actions. In the workplace, this means employees model their own behavior based upon how leaders navigate challenges, interact with colleagues, and make critical decisions.
• Kouzes and Posner’s extensive research consistently highlights the critical importance of trust in leadership. Their findings indicate that when employees perceive their leaders as demonstrating consistency between words and actions, an increase in employee engagement, a deepening of team commitment, and a rise in discretionary effort occur.

The Impact on Organizational Culture: Why Leaders Must Model Desired Behaviors
Modeling desired behaviors also shapes organizational culture. Much of the way work gets done is not dictated by formal policies; it emerges from daily interactions and shared team norms.

For instance, a leader who openly admits mistakes and seeks feedback signals that learning and growth are valued. Conversely, project postmortem data reveals that when leaders cut corners, avoid responsibility, or show favoritism, these negative behaviors cascade through the workforce, undermining trust and collaboration.

Change management training data shows that the ripple effect of leader behavior is particularly powerful in times of change or crisis.  When employees see leaders model resilience, adaptability, and calm under pressure, they are more likely to embrace change. In contrast, inconsistent or contradictory behavior from leadership can exacerbate anxiety and slow the adoption of new strategies.

4 Practical Strategies for Leaders to Model Desired Behaviors
Leaders  can create a behavioral blueprint for employees to follow by:

1. Defining and Communicating Expectations Clearly
   Ensure your team understands not just what to do, but the behaviors and values that guide how work should be done. Clear goals, accountabilities, roles, responsibilities, and success metrics set the foundation for accountability.
2. Demonstrating Consistency in Actions
   Align your decisions, communications, and behaviors with the standards you set. Leadership consistency builds leadership credibility and trust.
3. Actively Soliciting Feedback
   Encourage frequent and honest input from peers and team members about how your actions are perceived. Self-awareness, reflection, and openness signal humility and a commitment to growth.
4. Explaining The Reasoning Behind Decisions
   Make visible how your decision making process aligns with organizational core values and expected behaviors. Transparency reinforces learning and encourages employees to adopt similar approaches.

The Bottom Line
Leaders set the tone.  Modeling desired behaviors builds trust, creates alignment, and enhances performance. Are your leaders “walking the talk” consistently enough?

To learn more about why leaders must model desired behaviors, download 8 Reasons Why Leaders Need 360 Feedback

Tristam Brown

Tristam Brown is a seasoned business consultant and organizational development expert with more than three decades of experience helping organizations accelerate performance, build high-impact teams, and turn strategy into execution. As CEO of LSA Global, he works with leaders to get and stay aligned™ through research-backed strategy, culture, and talent solutions that produce measurable, business-critical results. See full bio.