A hero leader vs a system leader: Learning to let go

Leadership research calls this the ‘hero trap’, when one person becomes so central to solving problems that others stop developing the capacity to lead. It feels helpful. But over time, it quietly undermines resilience. 

This reflection draws directly from the insights explored in Module One of the MSc in Global Healthcare Leadership led by the led by the Nuffield Department of Primary Care Health Sciences in partnership with Saïd Business School. This module, ‘Healthcare leader: personal perspectives and challenges’ explores the role of self-awareness and personal purpose for leadership, the significance of unconscious bias in decision making and the nature of communication and influence for leaders in complex organisational systems.  

One of the central ideas introduced in the module is Ronald Heifetz’s distinction between technical and adaptive leadership, encouraging us to step onto the ‘balcony’ and observe the system rather than remain absorbed in the daily demands of the 'market.’ This idea advocates for leaders to pause and look at the bigger picture – to notice patterns, power dynamics and recurring challenges that aren’t always visible when you’re focused on the day-to-day.

This framing encourages us to question the allure of the heroic leader and examine the personal and systemic consequences of being seen as indispensable. By challenging the instinct to solve every problem personally, we can develop adaptive capacity, deepen self-awareness and lead with greater intentionality instead. For example, this might mean holding back from jumping in to fix an issue immediately and instead supporting others to take ownership and find solutions. 

True 'systems leaders' focus on designing environments where success doesn’t hinge on one person, but on clear structures and shared ownership. Where the hero leader is defined by presence and problem-solving, the systems leader is defined by perspective and intentional design. Their impact isn’t measured by how often they step in, but by how well the system functions without them.

So, what if the system is stable not because it’s strong, but because it’s leaning? 

The most effective leaders aren’t the busiest. They’re the most intentional. They know when to fix and when to let others figure it out. Not all growth feels productive in the moment. Not all silence is neglect. 

Here’s the tricky question: 

Is the person who holds everything together also holding the organisation back? 

Sometimes, yes – because when too much depends on one individual, it can limit the organisation’s capacity to grow, adapt and share responsibility. Recognising this is the first step toward leading differently.

We start by noticing. We name the pattern, not to blame, but to gain a deeper understanding. We ask whether we’re designing for tomorrow’s capacity or just surviving today. And we allow leadership to look different, not as a constant presence, but as a thoughtful design. 

Because in the end, the mark of a strong organisation isn’t how much one person can carry. 

It’s how little they need to. 

This reflection draws on insights from the MSc in Global Healthcare Leadership programme, jointly delivered by the Nuffield Department of Primary Care Health Sciences and the Saïd Business School. Learn more about the course here.