Leadership is the force that shapes history, bridging the gap between hope and despair, action and apathy. In a world facing wars, climate catastrophes, and rising authoritarianism, the question of leadership has never been more urgent. Who will step forward to challenge injustice, rebuild trust, and drive the change we so desperately need? The past weeks have reminded us that leadership is not just about holding power — it is about responsibility, integrity, and impact.
Against this backdrop, I was honoured to join 13 other individuals selected for the Tällberg Leaders Mentoring Leaders Program in Pavia, Italy. This program reminded us that today’s leaders must navigate a minefield of misinformation, rising inequality, and the erosion of trust in institutions. This group was brought together to explore what it means to lead in an era defined by disruption, ethics, and the urgent need for innovative thinking. During our time together, we were asked a profound question: Why do we lead? Tällberg’s work program focuses on understanding how to re-inject ethics into leadership; re-establish the legitimacy of governance; and manage, instead of being managed by, disruptive technologies, climate change, mass migration, and other phenomena. We seek new thinking for a new world.
For me, the answer traces back to a cold December night in Delhi in 2012 when the world watched in horror after the gang rape of Jyoti Singh. That moment was a tipping point, compelling me to channel my anger and grief into action by launching Safecity, a platform that empowers women to report sexual and gender-based violence. I couldn’t wait for someone else to act — I had to be the one to take the first step.
Leadership, at its core, is the ability to create meaningful change by inspiring and mobilizing others. It is not confined to titles or positions; it is a mindset, an approach that prioritizes responsibility and impact over personal gain. Throughout history, leadership has been the catalyst for societal transformation, from Gandhi’s nonviolent resistance to Wangari Maathai’s environmental activism. Their legacies remind us that leadership is often born in adversity and sustained through hope.
As we shared our answers in the Tällberg circle, a common thread emerged: leaders are those who see a problem and feel compelled to act. They do not do it for the title or glory but because of a sense of purpose. They believe it is a privilege that puts them in a leadership role and which generates a sense of responsibility. One participant shared how they were providing affordable healthcare through technology, reaching a wide range of people. Another was working to save river dolphins in the Amazon which ultimately serves to preserve large ecosystems vital for life on the planet. Yet another was working in small communities providing micro-entrepreneurship. These examples reinforced my own belief in the power of action-driven leadership. This compulsion comes not from a sense of superiority but from a deep-seated belief in our ability to make a difference. Many of us don’t wait for others to step up; we feel an urgency to address challenges head-on. This sense of responsibility is often ingrained early, shaped by culture, family, or circumstance. As a first-born, I’ve always felt a natural expectation to lead. In many traditions, the eldest child is seen as a caretaker and role model, a dynamic even celebrated in Kenya through a song dedicated to first-borns.
But leadership isn’t just about taking charge; it’s about creating environments where others can thrive. Great leaders don’t just guide; they uplift, inspire, and foster trust. At Red Dot Foundation, we’ve built a platform, Safecity, not just to report incidents but to create a space where survivors feel seen and supported — an ecosystem of empowerment. This initiative has enabled over 50,000 women to share their stories, leading to tangible policy changes and safer communities. This focus on collaboration and community underscores what I believe is the essence of leadership: nurturing others to become leaders themselves.
The act of leading is deeply personal yet profoundly universal. Whether addressing systemic inequalities, responding to crises, or building better futures, leadership requires courage, vision, and compassion. Gandhi’s mantra, “Be the change you wish to see in the world,” has always guided me. This idea — that even small steps can lead to monumental change — is what drives me. I lead because I must. Because I can. And because, through leadership, I hope to inspire others to believe they can, too.
Leadership is not the privilege of a few but the responsibility of all. From Mumbai to Nairobi, from Sao Paulo to Tokyo, from Cape Town to New York, leadership begins with a simple truth: we are all capable of seeing injustice, but it is the willingness to act that sets leaders apart. The world needs leaders who can rise to challenges with empathy and courage. Whether it’s speaking out against violence or nurturing potential in others, each of us has the power to lead in our own way. The world does not lack problems — it lacks leaders willing to tackle them with empathy and courage.
The question is: How will you step up to make a difference?
