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Leading Through: Activating the Soul, Heart, and Mind of Leadership
Generative AI and the remote-work revolution show us every day that we are in a new era. The rules and norms have changed—and so must leadership.
And yet, coercive bureaucracy, hierarchy, and control—old ways of thinking and working—are still with us, a deep and powerful legacy. We are living through a profound transition from an old, industrial era to a new one that is digital, transparent, and complex. In this transition, leadership is changing—and it needs to change.
In this important new book by former dean of Harvard Business School Kim Clark, written with his business school professor son, Jonathan, and Deloitte consultant daughter, Erin, the dynamic struggle between two competing paradigms of leadership is compellingly an old paradigm that involves control and power over people versus a new one that enables and inspires power through people.
With rich examples and stories, the authors show how deeply ingrained the legacy model of leadership remains, and how destructive it is, causing waste and loss of human potential, stifling innovation, and ultimately resulting in what the authors call "organizational darkness." They go on to articulate a new, positive model, one that consciously seeks to do good and to make things better for the long term; that cares for people, helping them to thrive; and that mobilizes people to solve tough problems. These three elements, they argue, are the soul, heart, and mind of leadership, and activating them requires careful attention to both the personal and the organizational dimensions of leadership.
The narrative is interwoven with probing analysis and reflection, and the authors speak clearly and frankly about the moral aspects and impact of leadership. They also provide a concrete frame and approach for scaling the new model and creating a vibrant leadership system.
Leading Through is a deep and essential account of the evolution of our leadership thinking and practice that is both timely and timeless.
And yet, coercive bureaucracy, hierarchy, and control—old ways of thinking and working—are still with us, a deep and powerful legacy. We are living through a profound transition from an old, industrial era to a new one that is digital, transparent, and complex. In this transition, leadership is changing—and it needs to change.
In this important new book by former dean of Harvard Business School Kim Clark, written with his business school professor son, Jonathan, and Deloitte consultant daughter, Erin, the dynamic struggle between two competing paradigms of leadership is compellingly an old paradigm that involves control and power over people versus a new one that enables and inspires power through people.
With rich examples and stories, the authors show how deeply ingrained the legacy model of leadership remains, and how destructive it is, causing waste and loss of human potential, stifling innovation, and ultimately resulting in what the authors call "organizational darkness." They go on to articulate a new, positive model, one that consciously seeks to do good and to make things better for the long term; that cares for people, helping them to thrive; and that mobilizes people to solve tough problems. These three elements, they argue, are the soul, heart, and mind of leadership, and activating them requires careful attention to both the personal and the organizational dimensions of leadership.
The narrative is interwoven with probing analysis and reflection, and the authors speak clearly and frankly about the moral aspects and impact of leadership. They also provide a concrete frame and approach for scaling the new model and creating a vibrant leadership system.
Leading Through is a deep and essential account of the evolution of our leadership thinking and practice that is both timely and timeless.
258 pages, Kindle Edition
Published September 17, 2024
59 people are currently reading
1934 people want to read
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Displaying 1 - 14 of 14 reviews
September 27, 2024
Throughout history, many leaders have approached their task with the desire to hold power over others. Ancient roman rulers epitomized this approach, and literature indicates that other great empires shared this mindset. However, history’s nuances also contain a subtler narrative of empowering others to fulfill their individual aspirations. Aristotle’s phrase of “human flourishing” comes to mind. This book’s authors harken to this humanistic tradition to describe their empowering view on leadership: “Leading through.” Leading through others contrasts with the classic approach of “power over” others. Leading through is not based in altruism but unlocks unique skills and talents in a diverse organization.
As this book’s subtitle suggests, “leading through” appeals holistically to the entire human person – soul, heart, and mind. In contrast to business strategies focused solely on material gain, the authors seek combine material prosperity with self-realization. The authors’ message resembles what might be heard in spiritual circles that dwell in the periphery of the commercial world. Lest someone think that these three don’t know how hard business works, they are all acclaimed business leaders, educators, and consultants.
As a scientist that respects spirituality, I found this book had two main shortcomings. First, the authors at time became entrapped within pretty words to describe idealistic concepts, but they didn’t always flesh out those concepts with concrete examples. This pattern did not show up everywhere in the book, but some sections did fall into this quagmire. I found that my eyes glazed over a bit because of the lack of specifics. Second, I wish the authors would have grounded their message in a bit of rigorous economic analysis. If a holistic approach to business is better, shouldn’t we be able to see it in the numbers? Instead, the authors just described an ideal without any critical appeal to hard data.
I certainly appreciate the authors’ central message in this book. In a prosperous country and world, personal satisfaction – a spiritual value – plays the dominant role for most workers over just maximizing economic gain. That’s Maslow’s hierarchy of needs, no? The benefits of unlocking others’ personal potential are vast, and this book points a way to mentor others while achieving ambitious business goals. Too many become trapped in a paradigm of “power over” which quenches the embers of human creativity instead of stoking them. For those looking for a way out of contagious burnout and unsatisfying power, this book offers a path towards renewal through developing others’ innate leadership talents.
As this book’s subtitle suggests, “leading through” appeals holistically to the entire human person – soul, heart, and mind. In contrast to business strategies focused solely on material gain, the authors seek combine material prosperity with self-realization. The authors’ message resembles what might be heard in spiritual circles that dwell in the periphery of the commercial world. Lest someone think that these three don’t know how hard business works, they are all acclaimed business leaders, educators, and consultants.
As a scientist that respects spirituality, I found this book had two main shortcomings. First, the authors at time became entrapped within pretty words to describe idealistic concepts, but they didn’t always flesh out those concepts with concrete examples. This pattern did not show up everywhere in the book, but some sections did fall into this quagmire. I found that my eyes glazed over a bit because of the lack of specifics. Second, I wish the authors would have grounded their message in a bit of rigorous economic analysis. If a holistic approach to business is better, shouldn’t we be able to see it in the numbers? Instead, the authors just described an ideal without any critical appeal to hard data.
I certainly appreciate the authors’ central message in this book. In a prosperous country and world, personal satisfaction – a spiritual value – plays the dominant role for most workers over just maximizing economic gain. That’s Maslow’s hierarchy of needs, no? The benefits of unlocking others’ personal potential are vast, and this book points a way to mentor others while achieving ambitious business goals. Too many become trapped in a paradigm of “power over” which quenches the embers of human creativity instead of stoking them. For those looking for a way out of contagious burnout and unsatisfying power, this book offers a path towards renewal through developing others’ innate leadership talents.
June 11, 2025
Really loved this book. Had to take a break with it due to life prioritization needs but am so pleased with the journey in finishing it. I’d put this up there with Dare to Lead and Leadership and Self-Deception as my top leadership books. The Clarks have such a compassionate and capable voice that is needed right now.
December 31, 2024
A good leadership guide. Pretty repetitive.
Want to read
February 24, 2025Dr.Bob Carter
December 29, 2025
I read this book because it was a required text for a Transformational Leadership course towards the end of my MBA program.
“Leading Through: Activating the Soul, Heart, and Mind of Leadership,” is a timely and deeply reflective contribution to modern leadership literature. Written by a uniquely qualified family trio—a former Harvard Business School dean (Kim Clark), a management professor (Jonathan Clark), and a Deloitte Human Capital leader (Erin Clark)—the book blends academic rigor, practical insight, and moral clarity. It addresses a central tension in contemporary organizations: the struggle between an outdated, industrial-era model of leadership and a new paradigm suited for a digital, transparent, and complex world.
The authors argue that many organizations remain trapped in what they call “organizational darkness,” a condition created by coercive bureaucracy, rigid hierarchy, and control-based leadership. These legacy structures, they contend, waste human potential, stifle innovation, and undermine trust. Through vivid examples and thoughtful analysis, the book illustrates how deeply ingrained these patterns remain—even in companies that claim to be modern or agile.
Against this backdrop, Leading Through proposes a compelling alternative: a leadership model rooted in the soul, heart, and mind. The “soul” represents a commitment to doing good and making things better; the “heart” reflects genuine care for people and their ability to thrive; and the “mind” focuses on mobilizing people to solve difficult problems with clarity and purpose. This tripartite framework is not merely philosophical. The authors provide a concrete approach for scaling this model across organizations, emphasizing both personal transformation and systemic change.
The book’s structure interweaves narrative storytelling with analytical reflection. The Clarks speak candidly about the moral dimensions of leadership, arguing that leadership is not value-neutral. Every decision either contributes to human flourishing or diminishes it. This moral framing distinguishes Leading Through from more transactional leadership books that focus narrowly on efficiency, metrics, or influence tactics. Instead, the authors position leadership as a fundamentally human endeavor—one that requires humility, empathy, and courage.
Transformational leadership centers on inspiring people, elevating their motivations, and enabling them to achieve more than they thought possible. Leading Through aligns with this tradition in several important ways:
It reframes leadership as empowerment rather than control. The authors contrast “power over people” with “power through people,” a distinction that sits at the heart of transformational leadership theory. Their critique of legacy leadership models echoes the transformational leadership emphasis on autonomy, intrinsic motivation, and shared purpose.
It emphasizes moral purpose and values-driven action. Transformational leadership is inherently moral—it seeks to uplift followers and improve the organization and society. The Clarks’ focus on the “soul” of leadership directly reinforces this dimension.
It integrates emotional intelligence. The “heart” of leadership—caring for people, helping them thrive—maps closely to the emotional and relational competencies that transformational leaders must cultivate.
It provides a systems-level view. Transformational leadership is not just about individual charisma; it requires building cultures that support growth, innovation, and trust. The book’s guidance on scaling leadership systems offers practical pathways for organizational transformation.
It addresses the realities of the modern workplace. The authors situate their model within the context of generative AI, remote work, and digital complexity—issues that demand adaptive, transformational leadership rather than command-and-control approaches.
MBA students—especially those preparing for leadership roles in dynamic, global organizations—will find the book particularly valuable for several reasons:
It bridges theory and practice. Because the authors come from academia, consulting, and executive leadership, the book offers a rare blend of conceptual clarity and real-world application. MBA students can easily connect the book’s ideas to case studies, organizational behavior frameworks, and leadership models they encounter in coursework.
It prepares students for the future of work. The book directly addresses the leadership challenges created by AI, remote work, and rapid technological change. MBA students entering this environment need frameworks that go beyond traditional management techniques.
It reinforces the importance of ethical leadership. MBA programs increasingly emphasize responsible leadership. The Clarks’ focus on moral impact, human flourishing, and organizational purpose aligns with this shift and encourages students to think beyond profit maximization.
It provides a vocabulary for leading cultural change. MBA graduates often step into roles where they must influence culture without formal authority. The book’s emphasis on mobilizing people, building trust, and creating systems that enable thriving gives students actionable tools for these situations.
It encourages personal reflection and self-awareness. The authors highlight the personal dimension of leadership—how leaders must examine their own assumptions, values, and behaviors. This introspective approach complements MBA leadership development programs that emphasize self-assessment and growth.
Leading Through is both timely and timeless—a thoughtful exploration of what leadership must become in an era defined by complexity, transparency, and rapid change. Its blend of moral clarity, practical guidance, and systemic thinking makes it a powerful resource for anyone seeking to lead with purpose and humanity. For MBA students, the book offers not only a framework for understanding transformational leadership but also a roadmap for becoming the kind of leader the future demands.
“Leading Through: Activating the Soul, Heart, and Mind of Leadership,” is a timely and deeply reflective contribution to modern leadership literature. Written by a uniquely qualified family trio—a former Harvard Business School dean (Kim Clark), a management professor (Jonathan Clark), and a Deloitte Human Capital leader (Erin Clark)—the book blends academic rigor, practical insight, and moral clarity. It addresses a central tension in contemporary organizations: the struggle between an outdated, industrial-era model of leadership and a new paradigm suited for a digital, transparent, and complex world.
The authors argue that many organizations remain trapped in what they call “organizational darkness,” a condition created by coercive bureaucracy, rigid hierarchy, and control-based leadership. These legacy structures, they contend, waste human potential, stifle innovation, and undermine trust. Through vivid examples and thoughtful analysis, the book illustrates how deeply ingrained these patterns remain—even in companies that claim to be modern or agile.
Against this backdrop, Leading Through proposes a compelling alternative: a leadership model rooted in the soul, heart, and mind. The “soul” represents a commitment to doing good and making things better; the “heart” reflects genuine care for people and their ability to thrive; and the “mind” focuses on mobilizing people to solve difficult problems with clarity and purpose. This tripartite framework is not merely philosophical. The authors provide a concrete approach for scaling this model across organizations, emphasizing both personal transformation and systemic change.
The book’s structure interweaves narrative storytelling with analytical reflection. The Clarks speak candidly about the moral dimensions of leadership, arguing that leadership is not value-neutral. Every decision either contributes to human flourishing or diminishes it. This moral framing distinguishes Leading Through from more transactional leadership books that focus narrowly on efficiency, metrics, or influence tactics. Instead, the authors position leadership as a fundamentally human endeavor—one that requires humility, empathy, and courage.
Transformational leadership centers on inspiring people, elevating their motivations, and enabling them to achieve more than they thought possible. Leading Through aligns with this tradition in several important ways:
It reframes leadership as empowerment rather than control. The authors contrast “power over people” with “power through people,” a distinction that sits at the heart of transformational leadership theory. Their critique of legacy leadership models echoes the transformational leadership emphasis on autonomy, intrinsic motivation, and shared purpose.
It emphasizes moral purpose and values-driven action. Transformational leadership is inherently moral—it seeks to uplift followers and improve the organization and society. The Clarks’ focus on the “soul” of leadership directly reinforces this dimension.
It integrates emotional intelligence. The “heart” of leadership—caring for people, helping them thrive—maps closely to the emotional and relational competencies that transformational leaders must cultivate.
It provides a systems-level view. Transformational leadership is not just about individual charisma; it requires building cultures that support growth, innovation, and trust. The book’s guidance on scaling leadership systems offers practical pathways for organizational transformation.
It addresses the realities of the modern workplace. The authors situate their model within the context of generative AI, remote work, and digital complexity—issues that demand adaptive, transformational leadership rather than command-and-control approaches.
MBA students—especially those preparing for leadership roles in dynamic, global organizations—will find the book particularly valuable for several reasons:
It bridges theory and practice. Because the authors come from academia, consulting, and executive leadership, the book offers a rare blend of conceptual clarity and real-world application. MBA students can easily connect the book’s ideas to case studies, organizational behavior frameworks, and leadership models they encounter in coursework.
It prepares students for the future of work. The book directly addresses the leadership challenges created by AI, remote work, and rapid technological change. MBA students entering this environment need frameworks that go beyond traditional management techniques.
It reinforces the importance of ethical leadership. MBA programs increasingly emphasize responsible leadership. The Clarks’ focus on moral impact, human flourishing, and organizational purpose aligns with this shift and encourages students to think beyond profit maximization.
It provides a vocabulary for leading cultural change. MBA graduates often step into roles where they must influence culture without formal authority. The book’s emphasis on mobilizing people, building trust, and creating systems that enable thriving gives students actionable tools for these situations.
It encourages personal reflection and self-awareness. The authors highlight the personal dimension of leadership—how leaders must examine their own assumptions, values, and behaviors. This introspective approach complements MBA leadership development programs that emphasize self-assessment and growth.
Leading Through is both timely and timeless—a thoughtful exploration of what leadership must become in an era defined by complexity, transparency, and rapid change. Its blend of moral clarity, practical guidance, and systemic thinking makes it a powerful resource for anyone seeking to lead with purpose and humanity. For MBA students, the book offers not only a framework for understanding transformational leadership but also a roadmap for becoming the kind of leader the future demands.
August 18, 2025
I support what the Clarks are trying to do with this book, but I unfortunately found myself unchanged after reading it.
This principle-based business leadership guide uses new lingo to express ideas that, as a fellow Latter-day Saint, I’ve tried to embody my entire life.
The book contrasts two fundamentally different leadership paradigms:
1. The “Power Over” paradigm: A traditional, hierarchical model based on control and compliance. It's described as deeply ingrained—like a legacy operating system—and often leads to “organizational darkness,” squandering human potential, stifling innovation, and eroding moral clarity.
2. The “Leading Through” paradigm: A modern, human-centered approach that emphasizes power through people—meaning leadership that enables, inspires, collaborates, and mobilizes.
Hopefully, others will find it more paradigm shifting.
This principle-based business leadership guide uses new lingo to express ideas that, as a fellow Latter-day Saint, I’ve tried to embody my entire life.
The book contrasts two fundamentally different leadership paradigms:
1. The “Power Over” paradigm: A traditional, hierarchical model based on control and compliance. It's described as deeply ingrained—like a legacy operating system—and often leads to “organizational darkness,” squandering human potential, stifling innovation, and eroding moral clarity.
2. The “Leading Through” paradigm: A modern, human-centered approach that emphasizes power through people—meaning leadership that enables, inspires, collaborates, and mobilizes.
Hopefully, others will find it more paradigm shifting.
October 7, 2024
In Leading Through, Kim B. Clark, along with his son Jonathan and daughter Erin, presents a compelling and timely exploration of the evolving landscape of leadership in today’s fast-paced, digital world. The authors deftly navigate the complexities of modern leadership, challenging the outdated paradigms of coercive bureaucracy and control, while advocating for a more empathetic, inclusive approach that empowers individuals and organizations alike.
The book’s strength lies in its rich tapestry of real-world examples and engaging narratives, which illustrate the detrimental effects of the legacy leadership model. Clark and his co-authors expertly highlight how traditional leadership styles stifle innovation and hinder the potential of talented individuals, leading to what they poignantly term "organizational darkness." This insightful critique serves as a powerful call to action for leaders at all levels to reevaluate their practices and embrace a new, more constructive approach.
Central to the book is the authors' framework for activating the soul, heart, and mind of leadership. By emphasizing care for people, fostering a culture of collaboration, and mobilizing teams to tackle challenging problems, they provide a refreshing and holistic vision for effective leadership. This new model not only prioritizes the well-being of individuals but also drives sustainable success for organizations, making it both morally sound and strategically viable.
What sets Leading Through apart is its candid reflection on the moral implications of leadership. The authors do not shy away from discussing the profound impact that leadership choices have on society, making this book a thought-provoking read for anyone interested in the ethical dimensions of leadership.
With its blend of analytical rigor and accessible storytelling, Leading Through is an essential read for current and aspiring leaders seeking to navigate the complexities of the modern workplace. It is a reminder that true leadership goes beyond authority—it is about inspiring and enabling others to reach their full potential. This book is not just timely; it is a crucial resource for anyone looking to lead with purpose and integrity in a rapidly changing world.
The book’s strength lies in its rich tapestry of real-world examples and engaging narratives, which illustrate the detrimental effects of the legacy leadership model. Clark and his co-authors expertly highlight how traditional leadership styles stifle innovation and hinder the potential of talented individuals, leading to what they poignantly term "organizational darkness." This insightful critique serves as a powerful call to action for leaders at all levels to reevaluate their practices and embrace a new, more constructive approach.
Central to the book is the authors' framework for activating the soul, heart, and mind of leadership. By emphasizing care for people, fostering a culture of collaboration, and mobilizing teams to tackle challenging problems, they provide a refreshing and holistic vision for effective leadership. This new model not only prioritizes the well-being of individuals but also drives sustainable success for organizations, making it both morally sound and strategically viable.
What sets Leading Through apart is its candid reflection on the moral implications of leadership. The authors do not shy away from discussing the profound impact that leadership choices have on society, making this book a thought-provoking read for anyone interested in the ethical dimensions of leadership.
With its blend of analytical rigor and accessible storytelling, Leading Through is an essential read for current and aspiring leaders seeking to navigate the complexities of the modern workplace. It is a reminder that true leadership goes beyond authority—it is about inspiring and enabling others to reach their full potential. This book is not just timely; it is a crucial resource for anyone looking to lead with purpose and integrity in a rapidly changing world.
September 21, 2024
Good. The old - empower vs. control story. GM vs. Toyota.
It is decently written. For people new to the story will definitely seem revolutionary.
I recommend it to leaders new to the narrative. They might get 2-3 ideas that will influence the way they will choose to lead.
I recommend it to leaders that know the narative. It is a good (but sometimes repetitive) reminder of the options we have to the command and control ideas.
And for those that want to take things one step forward I recommend reading books on polarity management that would replace the
command and control OR empower to command and control AND empower
It is decently written. For people new to the story will definitely seem revolutionary.
I recommend it to leaders new to the narrative. They might get 2-3 ideas that will influence the way they will choose to lead.
I recommend it to leaders that know the narative. It is a good (but sometimes repetitive) reminder of the options we have to the command and control ideas.
And for those that want to take things one step forward I recommend reading books on polarity management that would replace the
command and control OR empower to command and control AND empower
August 16, 2024
This book provided a unique look at leadership. The overall message resonated with me, especially the LIVE principles: love, inspiration, vitality and expression. The author's writing was clean and the concepts were easy to understand. I have been working to foster a Lead Through philosophy in my work and with those who work on my team, and agree that the days of strict hierarchy are in the past. Leaders today must embrace a different mindset to not only succeed but to thrive. This book gave me some new tools for my toolbox. Great read!
January 30, 2025
This book had some great elements and are things I feel like I've figured out for myself along the leadership journey I've had. I've been talking about love at work for some time and it's necessary to love each other in a work relationship way. I like the examples but they're mostly from such a place of privilege so it's hard not to have a cynical view of some of them. The dark vs light was interesting. Narration was good.
August 14, 2025
This is a great book for the corporate world. For the SA world, it is a good backbone for what we do currently. If I were to suggest updates for the next version, add some reflective pieces for the teams to complete so that they can see how they fit into this new paradigm. Appreciated the layout and overall organization of this book.
November 27, 2024
This was a good read. I listened to the audiobook, and realized that I need to spend some time in the figures and tables mentioned in the text.
Worth the re-read.
Worth the re-read.
April 28, 2025
Great approach to virtuous, empathetic leadership! Every business, nonprofit, or government leader should read it and apply its lessons.
July 2, 2025
So many great leadership nuggets. Would recommend o all people of any degree of influence. Also, highly respect and look up to the author, Kim Clark.
Displaying 1 - 14 of 14 reviews