Today’s business environment demands that leaders don’t just execute strategy or drive performance — they inspire those around them. This insight is at the core of work by Adam Galinsky, the Paul Calello Professor of Leadership and Ethics at Columbia Business School.
During CBS’s BRITE Conference, hosted by The Center on Global Brand Leadership, Galinsky drew from his latest book, INSPIRE: The Universal Path for Leading Yourself and Others, Galinsky to share research-backed insights into what makes leaders better able to inspire those they work with, rather than infuriate them.
“People aren't objects. We've got to treat them like people,” Galinsky said.
Galinsky argued that being an inspirational leader comes from a set of learned behaviors, which he has distilled into four main tenets.
Be Inspiring, Not Infuriating
Galinsky explained that leadership behaviors fall along a continuum. On one end are inspiring leaders—those who are calm under pressure, courageous in the face of uncertainty, generous with recognition, and optimistic in their vision. On the other end are infuriating leaders—anxious, self-serving, and hyper-focused on minutiae that diminish rather than elevate others.
He contrasted the stories of Captain Tammie Jo Shults and Captain Francesco Schettino. Shults safely landed a crippled Southwest Airlines flight while keeping passengers calm with a simple message: ‘We’re not going down; we’re going to Philly.’ Her actions transformed a traumatic moment into one of resilience and relief.
Schettino, on the other hand, abandoned the Costa Concordia after running it aground—failing to act to save his passengers, then attempting to evade responsibility. Galinsky noted that a leader’s response can either create a wellspring of hope or a seething cauldron of resentment.
Every leader, Galinsky argues, operates along this continuum every day. Small decisions and actions—whether under pressure or during routine moments—either inspire trust and motivation or erode them.
Master the Three Universal Roles: Visionary, Exemplar, and Mentor
At the core of Galinsky’s framework for inspiring leadership is a VEM diagram (a play on Venn) that captures three universal roles: the Visionary, the Exemplar, and the Mentor. These qualities transcend cultures and industries, aligning with basic human needs for meaning, safety, and belonging.
When leaders offer a compelling view of the future that is optimistic, values-driven, and easy to understand, they help people find meaning in their work, according to Galinsky. Vision also serves as a decision-making compass, guiding organizations through uncertainty. As Galinsky emphasized, it’s about simplicity—distilling your message into a vivid, repeatable idea that people can see, feel, and act on.
Being an exemplar means modeling the values you espouse. Inspiring leaders behave with integrity, demonstrate courage during crises, and express authentic passion. Galinsky points to research showing that visible passion is contagious; when leaders speak with energy and purpose, it sparks engagement in others. Importantly, exemplars practice what they preach—nothing activates infuriation faster than hypocrisy.
Finally, being a mentor means treating people as people, and not objects. Leaders who empower others by sharing responsibility, recognizing contributions, and showing empathy create environments where people feel seen and valued. Mentorship satisfies our need for belonging and status, making it a critical component of inspiring leadership, according to Galinsky.
Inspiring Leaders Aren’t Born – They’re Made
Inspiring leadership is not just innate, but can be cultivated through intentional development of key behaviors and mindsets, according to Galinsky. His research shows that the universal roles —Visionary, Exemplar, and Mentor are universally effective because they each align with a fundamental psychological need.
Leaders can become more visionary by practicing how to communicate a clear, optimistic, and purpose-driven message. Leaders can become stronger exemplars by learning to remain calm under pressure, to express genuine passion, and to align actions with values. And they can develop as mentors by building habits around empowering others, offering recognition, and practicing empathy.
These behaviors are skills that improve with repetition, Galinsky noted. The goal isn’t perfection—it’s progress. "None of us are perfect. You want to be accountable, but you don’t want to be too hard on yourself,” Galinsky said.
He added that moments of failure or frustration are inevitable. What sets inspiring leaders apart is their ability to reflect, recalibrate, and recommit to leading with intention the next day.
REIP What You Sow
To help leaders build these capacities, Galinsky offers a four-part framework: Reflect, Emulate, Intend, Practice—or “REIP”
He stressed that leaders should regularly examine moments when they were inspiring—and when they weren’t. What behaviors made the difference? What patterns emerge from those experiences?
For emulation, leaders should think of the people who have inspired you—what did they do, and how can you model those behaviors in your own leadership?
Following that is intention: Set clear, specific goals to incorporate these behaviors into your daily routine. Whether it’s expressing appreciation, simplifying your message, or managing your emotions under stress, intentional leadership begins with mindful planning.
Inspiration is not a one-time event—it’s a habit that must be followed by practice, according to Galinsky. Leaders must commit to showing up with vision, integrity, and empathy every day. The more consistent the practice, the more authentic and lasting the impact.
