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What it argues
The Leadership Gap argues that the same qualities that make leaders effective also carry within them a shadow that can undermine performance. Lolly Daskal, an executive coach with decades of client experience, identifies seven leadership archetypes — Rebel, Explorer, Truth-Teller, Hero, Inventor, Navigator, and Knight — each defined by a primary strength and its corresponding shadow. The Rebel leads through confidence; its shadow is arrogance. The Truth-Teller communicates honestly; its shadow is self-deception. The Navigator thinks strategically; its shadow is shortsightedness.
Daskal's core argument is that leaders fall into their own gaps precisely when the pressure is highest. Under stress, the strength you've relied on for years flips into its dysfunctional shadow. The executive who built a company on bold vision becomes the one who can't hear no. The leader known for deep competence becomes brittle in the face of uncertainty. These transitions happen without awareness, which is why coaching and honest feedback matter so much at the top of organizations.
What it gets right
- 1.
Every leadership strength has a shadow side. The gap is not between strength and weakness — it's between the strength and what it can become under pressure.
- 2.
Leaders fall into their gaps when stress is highest, precisely when strong performance is most needed. Awareness of the shadow is the first line of defense.
- 3.
The seven archetypes — Rebel, Explorer, Truth-Teller, Hero, Inventor, Navigator, Knight — each describe a way of leading defined by a core strength and a shadow.
What it covers
Who wrote it
Lolly Daskal is an executive coach, speaker, and author based in New York who has worked with CEOs and senior leaders across dozens of industries. She founded Lead From Within, an executive coaching consultancy, and was named by Inc. magazine as one of the most influential leadership experts in the world. The Leadership Gap, published by Portfolio/Penguin in 2017, is her first major book and draws directly on her coaching practice. She writes regularly on leadership for Inc., Fortune, and the Harvard Business Review.
