In my initial application to the programme, I wrote that I viewed leadership as a pathway to reach out to my fellow man and seek improvement to the status quo. I think that in many ways, this is still true – I still do not view leadership as an end goal, but rather, a platform to understand the people around me and fight for the changes I believe in. For instance, during my leadership-in-action project at UNHCR, I found much purpose in supporting the #IBelong Campaign and conducting research on how to align nationality laws with international standards. During my group research project, I found it extremely interesting to work in an interdisciplinary environment, honing my ability to evaluate data from a non-legalistic perspective and embracing the unique research skill sets that my teammates were equipped with. However, I have also broadened my former view of leadership. I have realised that leadership does not just mean understanding the perspectives of my group members or those in my vicinity, but is a stepping stone to appreciating vastly different cultures and ways of thinking. For instance, during my research project, it was fascinating to understand the entrepreneurial mindset of Greek youths, and how small businesses are able to bounce back from various crises not just because of the immediate economic environment, but Greek values such as fortitude and resilience that cut much deeper.

Initially, I used to think that leadership was a very theoretical concept to be applied to the project at hand. As such, I often tried to learn from leaders such as Malala and Obama, and tried to understand how they commanded the respect of those around them. However, I have since learnt that leadership is simultaneously something that can best be learnt through firsthand experience. I am often much better at individual research and reflection – but through my group research project, I was forced to see things through other vantage points and styles of analyses. This made me a much better communicator and leader because I had to step outside my comfort zone and accommodate different perspectives that were sometimes much better than my own. One thing that surprised me throughout my LSE Laidlaw leadership journey is how important vulnerability is to leadership. A deeply memorable moment was during the Cumberland Lodge weekend, when we gathered in a circle and shared our honest thoughts of our fears, past experiences that had shaped us and what we truly thought leadership encompassed beyond the trite adjectives of “empathy, respect and collaboration”. This was highly formative because it allowed us to build far more meaningful relationships and appreciate each others’ worldviews a lot better than if we had just approached leadership as an abstract, theoretical discussion.

Having completed this programme, I am far more confident in connecting with people from various cultures and communicating in highly international environments. I am also more prepared to practise leadership in little, meaningful ways – for instance, by taking more control of my life rather than doing things because of the fear of missing out, taking the initiative to reach out to friends when they seem to be down in the dumps, and looking for ways I can make small changes that will benefit those around me. I read a quote today that said “it is amazing how a little bit of tomorrow can make up for a whole lot of yesterday”, and I think this is very true and also something I learnt through the programme – instead of fixating on my past worries, doubts and fears, I have started to focus on the future impact I can leave. This idea of leadership has also seeped into how I view my professional and academic goals – I have learnt to be more reflective of whether the status quo (whether it be the culture of a company or the content I am studying) truly aligns with my values, and if not, how I can suggest improvements while making sure I always focus on the positive aspects of my experiences.