We live in turbulent times, where uncertainty often feels like the only constant. Political upheaval, social polarization, and ongoing global crises create environments where many are overwhelmed or even paralyzed by fear. Yet, amid this chaos, the need for effective, compassionate leadership has never been more critical.
New research from Gallup reveals a profound insight: what people need most from their leaders isn’t certainty — it’s hope. Across 52 countries and territories, representing 76% of the world’s adult population, hope consistently emerged as the most important leadership quality. It accounted for 56% of positive attributes people associate with their most influential leaders, far surpassing other traits like trust (33%), compassion (7%), and stability (4%).
But what does it truly mean to lead with hope? And how can leaders offer hope when the future feels uncertain?
Hope: A Framework for Resilience
Psychologist C.R. Snyder’s groundbreaking research on hope offers a framework to understand it as more than just wishful thinking. Snyder defined hope as a cognitive process, rooted in the ability to set clear goals, identify pathways to achieve them, and muster the agency to pursue those pathways.
As Brené Brown puts it: “Hope is not an emotion; it’s a way of thinking or a cognitive process.” Emotions like optimism and resilience play a supporting role, but hope itself is built on three interconnected elements:
- Goals – The ability to set realistic, meaningful objectives (“I know where I want to go”).
- Pathways – The capacity to find routes toward those goals, including the flexibility to adapt when obstacles arise (“I know how to get there”).
- Agency – The belief in oneself and one’s ability to navigate challenges (“I can do this!”).
Hope isn’t blind optimism or toxic positivity; it’s the ability to envision a better future, chart a course to get there, and believe in your ability to do so — even when obstacles arise, transforming it from a passive feeling into a practical tool that leaders can cultivate to inspire action, even in the face of uncertainty.
Leading With Hope
In leadership, this framework has the power to transform. When leaders cultivate hope, they don’t just inspire people; they create an environment where individuals feel both supported and capable.
Goals: Setting Clear and Motivating Objectives
Hope begins with defining goals — specific, concrete targets that give people direction and purpose. Leaders can cultivate hope through goal-setting by:
- Creating clarity: Break down abstract ambitions into achievable, measurable objectives.
- Making goals meaningful: Connect team objectives to a broader mission or shared purpose.
- Aligning individual and organizational goals: Help team members see how their personal contributions drive collective success.
At a time when people are overwhelmed by the threats to our society, good leaders know how to focus people on what they can actually achieve, as individuals or as a team. So for example, you cannot stop the flurry of executive orders that may threaten your work, but you can thoughtfully and strategically examine the legality and breadth of any executive order to know what applies to you and what doesn’t. (Recently, 16 Attorneys General issued guidance saying that the government cannot prohibit diversity, equity, inclusion and accessibility efforts in the private sector through executive orders.)
Pathways: Creating Multiple Routes Forward
Once goals are established, hope requires viable pathways — the routes that lead to achieving those objectives. In uncertain times, flexibility is critical. Leaders can build pathways through the following steps:
- Map out multiple possibilities: Success is rarely found through one fixed path; outline alternatives.
- Embrace detours: When one route closes, collaborate with your team to pivot and find new ways forward.
- Sharing knowledge: Illuminate potential routes by providing as much information as possible, even if it’s incomplete.
Every organization should be engaging in thoughtful scenario planning. All nonprofits receiving federal funding should be developing plans for what to do if they lose federal funding — what are stop-gap measures and long-term opportunities in such an environment? And everyone should have a plan for the possibility of another pandemic — what are the signs one may be coming and what are the triggers to put your plan in place? Also, remember that some staff may be facing threats not on your radar, like deportation or termination of life-saving medical care. Encourage them to scenario plan with a knowledgeable resource, whether that’s a lawyer, therapist, or doctor.
Agency: Empowering People to Move
Pathways are only effective if people believe they can navigate them. Agency — the confidence and motivation to take action — is the engine that drives hope. Leaders can foster agency by:
- Recognizing and celebrating progress: Acknowledge even small wins to build confidence and momentum.
- Encouraging experimentation: Create a culture that values learning through trial and error, even when outcomes aren’t perfect.
- Telling stories of resilience: Highlight past successes to remind your team of their ability to overcome challenges.
- Building psychological safety: Create an environment where people feel safe to innovate, adapt, and learn from mistakes.
Create a ritual to recognize and celebrate progress, whether that’s spending 5 minutes at the top of every meeting to celebrate “small wins” or creating an annual employee recognition award. And take the time now to write down your team’s past success. Don’t just write down the milestone, make it a story with characters. Who led the effort? What did each person contribute? How did it feel before, during, and after? Include dialogue and memorable moments. Stories are how we learn and remember, especially during hard times when we may have trouble getting our analytical minds online.
When leaders integrate clear goals, flexible pathways, and empowering agency into their approach, they don’t just lead — they cultivate a culture of resilience, adaptability, and collective success, enabling individuals and teams to thrive even in the face of uncertainty.
A Catalyst for Change
Hope is far more than a feel-good concept; it’s a strategic asset. Leaders who practice hope empower their teams to see new possibilities, stay resilient in the face of adversity, and take meaningful action toward shared goals.
The question isn’t whether hope matters in leadership — it’s how we incorporate it into our leadership style. So, what’s one small step you could take today to create pathways for your team to move forward?
This article was written with the help of claude.ai. As a small business, we thoughtfully engage artificial intelligence to improve our efficiency, while also using human experts to review created content and mitigate bias.