Who do you want to please when you make decisions as a leader?

In leadership decisions, various interests intersect, including those of owners, superiors, teams, and clients. Influences from absent parties, such as former bosses or past identities, also play a role. The concept of adaptive leadership emphasizes viewing oneself as a system with multiple identities and loyalties that can conflict. The authors identify three circles of loyalty: colleagues, current communities, and past influences. For example, a newly promoted leader may struggle between proving business acumen, maintaining team connections, and adhering to professional standards. Such internal conflicts can lead to perceptions of indecisiveness or inconsistency, highlighting the importance of recognizing and balancing these loyalties.