If you look at today’s leadership playbook, you’ll see a lot of talk about empathy and emotional intelligence (EQ). These are, of course, crucial. But as the world grows more diverse and interconnected, it’s becoming clear that the next big leap in leadership isn’t just about feeling what others feel — it’s about being truly eclectic: blending, adapting, and drawing from many sources to connect across cultures, contexts, and disciplines.

Why eclectic leadership matters

Eclectic leaders are more than just “thought leaders” or charismatic communicators. They’re the ones who can blend ideas from psychology, politics, linguistics, and business, and apply them in real time. This isn’t just intellectual curiosity—it’s a practical superpower. In a world where teams are scattered across continents and cultures, the ability to see connections, borrow from different traditions, and innovate on the fly is what sets great leaders apart.

Language: The everyday playground for eclecticism

Here’s the exciting part: language is the most readily available tool for practising eclecticism. Every conversation, every email, every meeting is a chance to flex those eclectic muscles. When a leader switches from formal to informal, adapts their message for a multicultural team, or uses a metaphor from another culture, they’re not just being polite — they’re actively practising the art of eclectic leadership.

Language lets leaders:

• Blend influences from different cultures and disciplines.
• Draw analogies and build bridges between seemingly unrelated ideas.
• Adapt their style to fit the audience, the moment, and the message.

This isn’t about being a polyglot (though that’s great too). It’s about being linguistically agile — able to shift gears, code-switch, and make everyone in the room feel seen and understood.

Language as the foundation of human connection

At its heart, eclectic leadership — powered by language — helps us understand the foundation blocks of human-to-human communication and culture. Language is where our values, stories, and identities live. It’s how we build trust, resolve conflict, and create a sense of belonging. When leaders are skilled with language, they’re not just transmitting information — they’re shaping the very culture of their teams and organisations.

Moving beyond empathy and EQ

Empathy and EQ have dominated leadership conversations for years, and they’re not going away. But here’s the twist: language is the key enabler for both. You can’t show empathy without the right words, the right tone, the right cultural references. In fact, in a multilingual, multicultural world, empathy and EQ are best nurtured through eclectic, language-powered leadership.

Tomorrow’s leaders will need to go beyond simply “feeling” for others. They’ll need the eclectic attribute: the ability to blend, adapt, and innovate, powered by linguistic agility. This is what will allow them to nurture empathy and EQ in themselves and in their teams, no matter where in the world they are.

Real-world examples

• Nelson Mandela used Afrikaans and indigenous languages to unite a divided nation — not just as a gesture, but as a strategic act of eclectic leadership that drew from multiple cultural wells.
• Angela Merkel navigated complex EU negotiations in German, Russian and English, showing how linguistic agility can build trust and get things done.
• Jacinda Ardern’s use of Māori greetings and inclusive language after the Christchurch tragedy showed how leaders can use language to foster empathy and unity across cultures.

These leaders didn’t just rely on empathy or EQ — they used language as a bridge, a toolkit and a source of innovation.

What does eclectic leadership look like in practice?

• Creative communication: Using stories, metaphors and cultural references from a variety of sources to inspire and connect.
• Open-minded adaptation: Switching leadership styles and language to fit the team, the challenge and the context.
• Curiosity and learning: Always seeking out new words, new ideas and new ways of seeing the world.
• Risk-taking and innovation: Willing to try new approaches and challenge the status quo, knowing that language is a safe space for experimentation.

Any risks or challenges?

It’s true — being eclectic and linguistically agile isn’t always easy. Not everyone can become fluent in multiple languages, and there’s always the risk of coming off as inauthentic if you try too hard. But the point isn’t perfection; it’s about being open, adaptable, and willing to engage with difference. The real danger is staying stuck in a single way of leading or communicating, especially as the world grows more complex.

The takeaway

If empathy and EQ are the “what” of modern leadership, eclecticism —powered by language — is the “how.” Language is the most immediate, practical way to practise eclectic leadership, because it forces us to engage with difference, adapt our approach, and find common ground. Tomorrow’s leaders won’t just be emotionally intelligent — they’ll be eclectic, ready to blend, borrow, and build something new, with language as their most powerful tool.

So, if you’re looking to future-proof your leadership, start with language. It’s the gateway to eclecticism, and the key to unlocking the full potential of human connection and culture in any team, anywhere in the world.

Shehzaad Shams is based in London, UK. He is the COO at Aesara Partners, and also the founder of Rononiti, a consultancy on language and leadership. He specialises in Operations & Project Management, speaks nine languages with varying fluency and does freelance multilingual voice acting and translations. His views are personal.

Read the other blogs in this series here:

Leadership through languages: Where four fields meet and magic happens 

Leadership through languages: Why the blind spot?

References for further reading

• Fairclough, N. (2001). Language and Power.
• Goleman, D. (1998). Working with Emotional Intelligence.
• Neeley, T. (2017). The Language of Global Success.
• Tenzer, H., Pudelko, M., & Harzing, A. W. (2014). The impact of language barriers on trust formation in multinational teams.
• Charteris-Black, J. (2011). Politicians and Rhetoric.
• Creese, A., & Blackledge, A. (2010). Translanguaging in the bilingual classroom.
• Wilson, S. (2020). Jacinda Ardern: Leading with Empathy.
• Soudien, C. (2015). Nelson Mandela: Comparative Perspectives of his Significance for Education.
• Kornelius, S. (2013). Angela Merkel: The Chancellor and Her World.

Views expressed on CIOL Voices are those of the writer and may not represent those of the wider membership or CIOL.