Leadership is not just about skills or styles—it’s deeply connected to how we see the world. Our beliefs about people, power, and purpose shape the way we lead. In Reinventing Organizations, Frederic Laloux presents a model of organizational evolution, where each stage represents a different way of thinking and leading.
But this is not a ladder where we “graduate” from one stage to the next. It’s more like a Russian matryoshka doll—each new stage includes and transcends the previous ones. We don’t discard earlier ways of leading; we integrate them, using what’s needed for different situations.
Red (Impulsive Leadership) – Power and Fear
Worldview: The world is dangerous, and strength ensures survival.
Leadership: Command and control. The leader is the strongest, and others follow out of fear or loyalty.
Example: Mafia bosses, street gangs, warlords.
Amber (Conformist Leadership) – Structure and Authority
Worldview: Stability comes from order, tradition, and rules.
Leadership: Hierarchical. Leaders enforce rules, ensuring discipline and predictability.
Example: Military, religious institutions, government bureaucracies.
Orange (Achievement-Oriented Leadership) – Performance and Strategy
Worldview: The world is a marketplace, and success comes from competition, innovation, and results.
Leadership: Goal-driven. Leaders optimize systems, set ambitious targets, and reward high performers.
Example: Corporate executives, tech entrepreneurs.
Green (Pluralistic Leadership) – Culture and Empowerment
Worldview: People thrive when they feel valued and included. Purpose matters more than just profits.
Leadership: Servant leadership. Leaders focus on culture, engagement, and shared values.
Example: Patagonia, Southwest Airlines, B Corps.
Teal (Evolutionary Leadership) – Wholeness and Self-Management
Worldview: Organizations are living systems, evolving organically when given the right conditions.
Leadership: Distributed leadership. Decisions are made collectively, and individuals take responsibility based on purpose, not hierarchy.
Example: Buurtzorg, Morning Star, self-managing teams.
Most leaders operate across multiple stages depending on the situation. Sometimes, a clear directive (Red) is needed in a crisis. Other times, structure (Amber), results (Orange), or culture (Green) take priority. Teal leaders recognize this and integrate what’s needed, rather than rejecting earlier models.
Understanding these stages helps us see why leadership isn’t one-size-fits-all—it’s a reflection of how we see the world and how we believe organizations should function.
Which of these leadership styles do you recognize in yourself or your workplace? And how do you see leadership evolving in the future?
