What You Don't Know about Leadership, But Probably Should by Jeffrey A. Kottler Summary

What You Don’t Know About Leadership challenges traditional leadership models, emphasizing self-awareness, humility, and adaptability. Jeffrey A. Kottler explores traits like flexible confidence, empathetic communication, and participatory decision-making while critiquing pitfalls like hubris and narcissism. The book blends research with actionable strategies for fostering trust and inspiring teams in dynamic environments.

Aspiring and experienced leaders across industries—managers, educators, community organizers, or entrepreneurs—will benefit. Kottler’s insights are particularly valuable for those navigating decentralized teams, remote work, or collaborative environments. The book also appeals to readers seeking to avoid common leadership failures.

Yes—it’s praised for blending academic rigor with relatable examples, offering frameworks for self-assessment and team-building. Critics highlight its focus on emotional intelligence and adaptability as timely for modern workplaces. The 15-minute Blinkist summary makes key ideas accessible.

Kottler argues humility enables leaders to admit gaps in knowledge, ask questions, and foster collaboration. Case studies like renewable energy leader Michael Skelly show how admitting ignorance builds trust and encourages team innovation. This contrasts with toxic confidence seen in authoritarian leaders.

1. Self-confidence without arrogance.
2. Flexibility to adapt to changing circumstances.
3. Humility to acknowledge limitations and seek input.

These traits help leaders balance authority with empathy, fostering resilient teams.

Kottler advocates for decentralized, democratic structures where employees at all levels contribute decisions. Examples include tech companies and hospitals replacing top-down mandates with collaborative problem-solving. This approach boosts engagement and aligns with younger generational values.

Common failures include overestimating competence (hubris), prioritizing self-interest (narcissism), and resisting feedback. Kottler links these to high-profile corporate scandals and suggests remedies like mindfulness practices and 360-degree evaluations.

• Build trust through vulnerability and transparency.
• Navigate group dynamics using staged interventions.
• Resolve conflicts by addressing unspoken tensions.
• Inspire via storytelling and symbolic actions.

• “Leadership isn’t about having answers—it’s about asking better questions.”
• “The most dangerous leaders are those who believe they’ve stopped learning.”

These emphasize continuous growth and collaborative problem-solving.

Unlike formulaic approaches (e.g., The 7 Habits), Kottler focuses on self-awareness and relational depth. It complements Brené Brown’s vulnerability research but adds specific tactics for group psychology and crisis management.

Yes—Kottler examines leadership in families, social groups, and communities. Examples include resolving family conflicts through active listening and mobilizing volunteers via shared storytelling.

Some reviewers note it prioritizes conceptual frameworks over step-by-step systems. Leaders in highly structured industries (e.g., manufacturing) may need supplementary tactical guides.

Its focus on adaptive, emotionally intelligent leadership suits remote work, AI integration, and Gen Z’s collaborative expectations. Kottler’s anti-hierarchical models align with flattening organizational trends.

With 40+ years in counseling and education, Kottler integrates psychotherapy principles (e.g., group dynamics, conflict resolution) into leadership strategies. His global Fulbright experiences enrich cross-cultural examples.