Connective Leadership: Leading Without Taking Over

Connective leadership is playing an increasingly important role in organizations that rely on professionals, have little hierarchy, and feature a high degree of shared responsibility. Especially in the cultural sector, where collaboration and change often go hand in hand, leadership requires more than just focusing on tasks and results. We spoke with Peter van Biemen, a trainer at “Leadership in Connection”, about what connective leadership actually means in practice.

What are you here for?

Instead of asking what employees need from their manager, connective leadership encourages different questions. What challenges are you facing? What solutions do you see yourself? And what can you start working on? To do this, it’s essential that managers have a clear understanding of their role: you need to know why you’re there before you can provide effective guidance.

Leadership is not a side issue

In the cultural sector, Peter often observes that many managers have taken on that role simply because someone had to do it—not out of a strong desire for leadership, but alongside other responsibilities. That’s understandable, but it’s also complicated. Leadership requires more than just making arrangements or monitoring processes. It’s also about managing stress, taking responsibility for collaboration, and developing personal leadership skills. You can’t just “do that on the side”—it requires attention and awareness.

Change calls for different kinds of conversations

Organizations are changing at a rapid pace. According to Peter, successful change depends less on rigid plans and more on how people are brought along with the process. “It’s not the organization on paper that determines the outcome, but people’s behavior. The leader’s role is crucial in this regard.” Connective leadership means having different kinds of conversations—about motivation, workload, work-life balance, and professional development. When leaders are able to foster a sense of safety and integrity, it creates space for those conversations.

“It is not the manager’s job to solve problems, but to enhance and facilitate problem-solving skills.”

The Person Behind the Professional

A unifying leader, therefore, looks beyond procedures and work agreements. Who is this professional? Why did they choose this line of work, and how can they reach their full potential? The goal is not for the manager to ensure that people perform well, but for employees to be able to do so on their own. In this context, professional development always goes hand in hand with personal development.

Start with the personal contract

But how do you go about being a connecting leader? Peter suggests that a first practical step toward working in a more connecting way is to reflect on the “contract” with your employees—not just the formal contract, but also the personal one. Do you know what motivates someone, what energizes them, and what actually holds them back? If you’re aware of these things as a leader, you’re already taking a big step toward greater connection, ownership, and sustainable collaboration.

In-Depth Exploration of the " Leadership Through Connection" Training

The topics covered in this article form the core of the training Leadership in Connection by Cultuur Academy. Under the guidance of Peter van Biemen, participants use their own real-world examples to develop role awareness, communication skills, contract management, and collaboration. The training provides opportunities for reflection, practice, and exchange with other cultural professionals. In this way, connective leadership is not only discussed but also made concrete for everyday practice.