If you're not a leader, whether because you've chosen not to be one, or because you feel like just a plain jane with no particular aspirations, then this article is written with you in mind.

You enjoy your job and have decided not to take on extra responsibilities. You come home from work without needing to check your email or scroll through business-related social media. You're free to go for a pint or a coffee with friends, head out shopping whenever you fancy, make weekend plans, or even start thinking about your summer holiday.

Sounds pretty good, right? Life feels easier when you don’t have to lead.

So, why is it that so many of us are either wannabe or want-to-be leaders?

Despite the appeal of a less demanding professional path, many people are drawn to leadership. We admire it. We pursue it. We dream of climbing the ladder, chasing promotions, and taking the helm.

But not everyone who wants to lead does so for the same reasons. This is where we start to see different shades of ambition — and different kinds of aspiring leaders.

Some are what we might call wannabe leaders — a term that, according to Merriam-Webster, describes a person who wants or aspires to be someone or something else. In other words, ambition is rooted more in image than substance.

Then there are the want-to-be leaders who share a similar ambition with wannabes but distinguish themselves through their commitment to personal growth. They are eager to develop leadership skills and take on roles with the intention of learning.

But here’s the thing: ambition alone doesn’t make a true leader.

And this is where the real difference lies between a wannabe, a want-to-be, and an inborn leader.

The natural born leaders: beyond ambition and status

True leaders don’t necessarily feel the need to stand out. Standing out is the result of who they are. They stand out because they are born leaders, with their intelligence rooted in the ‘people smart’ domain. In other words, based on the theory of multiple intelligences proposed by Harvard psychologist Howard Gardner, their strength lies within the “interpersonal” domain.

This idea — that leadership is an innate interpersonal skill — is echoed in educational research and is documented in the Marland Report, the major report on gifted education commissioned by the US federal government in 1972 (Marland, 1972). It provided the first federal definition of giftedness, focusing on the “oft-neglected leadership” ability. Gifted individuals were described as those who might profoundly influence peers or demonstrate uniqueness in decision-making, problem-solving, and personal development.

Put another way, true leaders will stand out from the crowd effortlessly. They will stand out because it is in their very nature to do so. They will stand out as either loved or hated leaders, and as such, will have the power to leave a positive or negative footprint on the lives of those around them.

The hidden potential of inborn leaders: perfectionism as a barrier

What if you are an inborn leader, but perfectionism is what holds you back from stepping out of your shell? Would you know? Probably not. And here’s why.

What is not widely known is that inborn leaders may never fully step into their true potential because of internal barriers, such as perfectionism. The fear of not being ‘good enough’ or the pressure to always be flawless can prevent them from taking action, stepping up, or embracing leadership roles, despite their natural abilities. These leaders often spend their lives questioning themselves, hesitant to act unless everything is perfect, and as a result, they may fail to lead altogether.

This phenomenon is known as gifted underachievement — the gap between potential and actual performance, often caused by self-doubt, perfectionism, and fear of failure.

Many businesses unknowingly lose out by overlooking gifted underachievers who hide behind the façade of being 'plain Janes.' These individuals often possess exceptional talents, intelligence, and leadership potential. However, the pressure and expectations associated with the label of 'leader' can be overwhelming. As a result, they may shy away from roles that require visibility or the traditional markers of leadership, fearing they will fall short of the idealised leader persona.

In doing so, businesses miss out on the contributions of highly capable people who could drive innovation, foster collaboration, and inspire change — all without fitting into the conventional mould of what it means to 'lead.'

The limitations of the term 'leader' in modern business

The term 'leader' carries a lot of weight and comes with high expectations. However, in today’s more collaborative and flexible work environments, this traditional concept doesn’t quite fit. And this matters. For, outdated terminology and expectations can limit how businesses view leadership and teamwork, hindering growth and innovation.

Let’s take a moment to revisit the term ‘leader.’  Traditionally, a leader is someone at the front—whether in a parade or a social structure—garnering attention. But fundamentally, a leader needs followers to have any impact.

Can employees truly be considered followers?

In fact, when employees choose to send their CVs to apply for a job at a particular company, the main reasons are the company’s good reputation, its market position, its financial stability, the potential for employee development within the company, the personal attachment some employees have to the brand or the particular type of work, the architecture of the company building, the company’s location relative to the employee's home, the lack of other job options, and many other reasons.

So, let’s assume that such an employee is hired by a company. If we also assume that the company’s leaders are more ‘leaders’ and less ‘CEOs’, then their entry into the company group automatically makes them a follower. In this case, we’re talking about a follower by necessity, not by choice, as they haven't yet been inspired by the company’s leader.

But what happens if they never come to value the company’s leader? Will they still be considered a follower, and will the company head still be seen as a leader?

A distraction from real business?

In addition to these concerns, it's also worth reflecting on whether the term ‘leader’ actually serves the true needs of a modern business. Perhaps it’s time to consider whether a more neutral, role-specific title, like ‘CEO’, might be better suited to the evolving dynamics of today’s workplace.

And here’s why.

The term ‘leader’ carries connotations of being empathetic, inspirational, charismatic, and often highly popular. While these qualities can be beneficial, they may also become distractions in today’s unpredictable, fast-changing world.

Imagine a captain of a large ship navigating rough seas. If they become overly focused on being an empathetic, well-liked ‘leader’ they may divert their attention to how they deliver commands, their facial expressions, or how the crew feels about them — instead of focusing on what truly matters: reading the elements, analysing the risks, and issuing precise instructions to keep the ship afloat.

The captain’s primary job is not to be popular. Their job is to navigate and know what it takes to steer the ship safely through unpredictable waters.

And to achieve this, they must remain undistracted.

Time for a change? Rethinking leadership and embracing the undervalued

If one were to consider retiring the term ‘leader’ from the business world, this might be the most opportune time to start that conversation. Given the evolving dynamics of modern business, where focus, agility, and results matter most, perhaps it’s time to rethink the language we use and the expectations we attach to it.

As for those of you who have often been misjudged as 'plain Janes’, the ones who don’t chase traditional markers of success, who aren’t obsessed with climbing the ladder or basking in the spotlight — perhaps it’s time to realise that the world needs more of you.

Yes, people like you, who are constantly self-evaluating, self-critical, who think they are not enough as they are and believe they must become even better, who question themselves first rather than others.

In a world where leadership often gets equated with boldness and visibility, it’s individuals like you who bring balance, depth, and clarity to the table.

We need more of you.

Your quiet strength and reflective nature have the potential to reshape the future of leadership.

Rise up.