The surprising power of stealth mode leadership

Picture a leader, and what do you see? A Winston Churchill figure, taking centre stage to give a rousing speech, steer a crisis, or make a bold decision? Perhaps a decisive strategist, acting with speed and confidence under pressure, such as Horatio Nelson? Or a visionary motivator like Nelson Mandela, winning people’s hearts and minds and inspiring passion?

These kinds of leadership are hugely compelling: they rally people, they offer clarity and they shape direction. But there's another kind of leadership in project management, and it’s just as important. ‘Stealth mode leadership’ is the leadership you don’t see. It’s the impactful leadership moments that happen in private; the subtle influence, quiet support and daily acts that never make it into a headline or a performance review.

Shaping culture, invisibly

A stealth leader may not have formal authority within the project – they may not be called a project manager or director – but they are able to influence decisions through building trust. To create positive relationships, they display empathy, taking time to listen to, understand and support others. Possessing strong self-awareness, they know their own strengths (and blind spots!), so they can lead from a position of honesty. This personal awareness extends to a curiosity about the world around them: they observe before acting, learning continuously. They may also form partnerships and alliances behind the scenes on the project. Quiet leaders in project management provide the stability and emotional intelligence that teams need to thrive, especially in high pressure situations, without ever needing to make a grand gesture.

Stealth leaders are role models, shaping your organisation’s culture by modelling its desired behaviours and values. Through mentoring and coaching, they help others grow, not for recognition, but to empower the mentee’s success – giving them the opportunity to shine. In a world that celebrates the visible, the stealth leader values substance over image. Rather than aiming to be an obvious influencer, they undertake the challenging, and often unseen, activities that deliver leadership with integrity and impact. In project management, this quiet leadership helps to build trust within teams by offering consistent support and guidance behind the scenes, without needing public recognition.

Stealth mode leadership is about serving others in ways that are quiet and uncelebrated – it demands a humility mindset that quietly meets the needs of others, often in ways that go unnoticed. The leader doesn’t lead to be validated, they lead to be useful. On a project, it’s about being present, supportive and grounded when no one is keeping score – choosing honesty, accountability and generosity. These decisions might never ‘trend’. But they shape who we are. And they shape the culture around us.

Forming foundations

Visibility does have its place, of course. Project leaders may need to step forward to offer direction or provide stability during a crisis, to communicate and share important decisions transparently, or to rally their teams during challenges. But stealth leaders don’t actively seek the spotlight, they step into it only when it serves others. Rather than grand gestures, stealth mode leadership focuses on the small moments: for example, checking in with someone who’s having a hard time. These small moments create safety, trust and loyalty, forming the foundation of exceptional teams and creating the stability and connections for people to perform, collaborate and grow at their best.

So, are there stealth mode leaders on your projects? Or are you one yourself? Here are nine tips to recognise stealth mode leadership in action:

Focus on being effective, rather than being seen.
Truly listen in their interactions with others, instead of just waiting for their turn to speak.
Seek feedback – even when it’s uncomfortable.
Give credit freely, rather than holding onto it all.
Lift others up, rather than trying to stay in the spotlight.
Make space for voices that are different from their own.
Focus on getting it right, rather than on being right.
Model the behaviours they want to see in others.
Ask: ‘Who in my team needs encouragement or recognition that they haven’t asked for?’

If you’re looking to switch into stealth mode, as a first step you could keep track of what you’ve done that has helped someone else to succeed. At the end of each day or week, note where you’ve chosen action over visibility. This isn’t for others, it’s for your own reflection – especially if you can see areas for improvement. Look ahead, and identify who might need a word of support or encouragement; who can be invited to speak openly, and who can be elevated or credit given to.

Great leadership is often hidden in plain sight. Stealth mode leaders are quietly inspiring others around the world, building trust and shaping cultures to empower their organisations’ success. How can its power help your business?