Understanding Leadership Beyond Titles
Leadership isn’t about titles—it’s about the ability to influence and create meaningful change. This was the core message of Leading from the Seat You’re In, a workshop that brought together Cornell alumni in New York City for an engaging discussion on leadership and impact. Hosted by the Cornell SC Johnson College of Business and led by executive coach and consultant Shamis Pitts, MBA ’11, the session explored how professionals can lead effectively regardless of their position.
Pitts, founder and CEO of Pitts Leadership Consulting, has spent nearly six years advising businesses on leadership development, employee engagement, and organizational change. From the outset, she emphasized that leadership is not confined to those in formal executive roles. “Everybody’s a leader,” she said. “You have the ability to lead and influence, no matter your role.” Whether someone is an individual contributor, a mid-level manager, or a senior executive, they have the power to shape their work environment and support their colleagues.
Leadership, Pitts explained, is about presence, communication, and the ability to inspire and uplift those around you. “It’s not about waiting for permission—it’s about taking ownership of your impact and recognizing that influence comes from your actions and presence,” she noted. By embracing this mindset, attendees would see themselves as active participants in shaping their workplace culture, fostering collaboration, and driving change.
Forms of leadership in action
Leadership takes many forms, and Pitts encouraged attendees to think beyond traditional hierarchies to recognize the different ways they can lead in their everyday interactions. “You may not have formal authority, but you do have influence,” she said, reinforcing that leadership is about action rather than position.
She outlined four key ways people can lead: mentorship, coaching, sponsorship, and allyship. Mentorship is sharing knowledge and expertise, helping others navigate challenges and opportunities in their careers. Coaching goes a step further by focusing on self-discovery, prompting individuals to explore solutions through thoughtful questioning. Sponsorship, on the other hand, involves putting personal credibility on the line to actively promote someone’s advancement. Allyship requires a commitment to advocating for colleagues from underrepresented backgrounds, ensuring that they have access to opportunities and that their contributions are acknowledged.
These roles are not mutually exclusive, Pitts said.
“At different points, you may be a mentor, a coach, a sponsor, and an ally—sometimes all in the same conversation,” she said. The key is to recognize when and how to step into these roles to support those around you.
Once attendees understood the different forms leadership can take, Pitts emphasized the next step: putting these roles into action through strong, authentic relationships. “Organizations are made up of people, and the way we connect, influence, and support each other determines our success,” she said. She stressed that relationships and intentional actions are the foundation for executing leadership effectively—whether mentoring, coaching, sponsoring, or advocating as an ally. Influence often comes from small but meaningful actions, she said—reinforcing a colleague’s idea in a meeting, ensuring someone’s contributions are acknowledged, or simply showing up as a consistent source of support.
Engagement and communication foster good leadership
Another major theme of discussion was the connection between leadership, workplace engagement, and effective communication. Pitts highlighted that fostering a high-performing workplace requires psychological meaningfulness, safety, and availability. Employees who see value in their work, feel safe expressing their ideas, and have the capacity to engage fully are more likely to contribute positively. “If you don’t know how somebody feels, it’s hard to meet them where they are,” Pitts explained. “Engagement is about connection, listening, and showing up with intention.”
Strong communication is essential in cultivating this environment, she said. Understanding how different people process information can determine whether an idea is well-received or ignored.
Leaders who adapt their communication style to their audience not only increase their influence, but also create a culture where others feel valued and understood, Pitts said. Some individuals respond best to structured, data-driven arguments, while others are more engaged by storytelling or personal anecdotes.
Timing and delivery also play a crucial role. Recognizing the right moment and approach to presenting an idea can determine how it is received and acted upon.
Leadership as preparation and adaptability
Throughout the workshop, Pitts reminded attendees that leadership requires preparation and adaptability. Effective leaders anticipate challenges, think strategically, and consider the perspectives of those they are trying to influence, whether they’re leading a team, working cross-functionally, or seeking buy-in from senior leaders.
“If you want different outcomes, you have to do different things,” Pitts said. “Leadership is about intentional choices that drive meaningful impact.” She also stressed the importance of leveraging different sources of power—information, relationships, and credibility—to drive positive outcomes.
As the workshop wrapped up, Pitts left attendees with a challenge: to identify one leadership behavior they could implement immediately.
Pitts’s insights underscored the importance of embracing influence and engagement as fundamental leadership tools, empowering participants to take proactive steps in their professional and personal lives.