Leadership comes in many forms – strategic, inspirational, visionary – but one of the most powerful (and often overlooked), is visible. In an age where hybrid working, digital communication, and organizational complexity can easily create distance between leaders and their teams, visibility has never been more important.

But visible leadership isn’t about being loud or showy. Rather, it’s about being present, connected, and genuinely engaged with the people who make your organization work. And if you get it right? The rewards are immense.

In this article, we’re going to explore what visible leadership really means, what makes it so effective, and what the evidence says about why it matters.

What is “visible leadership?”

You might think that visible leadership means being in the spotlight – leading “loudly”, so to speak. Drawing attention to the things you’re doing, or maybe making grand gestures. But that’s not correct: it’s important to know that visible leadership is not performative.

Visible leadership is less about showing off, and more about showing up. And showing up in consistent, meaningful ways that build trust, clarity and connection.

A good and accurate definition of visible leadership is “the commitment of senior management to a culture of quality that aligns performance management practices with the organisation’s mission, regularly takes into account customer feedback and enables transparency about performance between leadership and staff”.

However, that definition is also a bit of a mouthful. Which is why we prefer to define it as “the art of being present, accessible, and in-tune with your company’s culture”.

Done right, visible leadership delivers exceptional outcomes for your organisation. We’ll come onto some of those later on, though – first, we want to get into the practical specifics of how you can actually be a great visible leader.

The six core qualities of visible leadership

There’s no centrally-agreed recipe for what makes great visible leadership, but we’ve found that there are six core qualities that show up in almost all cases.

Great visible leaders tend to:

1. Communicate transparently. Leaders who share information openly with their teams tend to build much greater trust. You may think that holding your cards close to your chest is a smart strategy – but the reality is that this just makes you look shady – this isn’t a game of poker! Sure, some business intel needs to stay confidential… but unless there’s a very good reason not to, make a habit of sharing information with your team. Send them meeting notes, project updates, key decisions made by higher-ups, etc. When you ensure everyone is informed, you create an environment where your team members feel valued, included, and part of the bigger picture.
   
2. Communicate in two directions. Visible leaders don’t just broadcast information; they take it on board, too. They encourage open dialogue with their team members, and create opportunities for people to voice opinions, ask questions, and provide feedback. Ensuring that communication is a two-way street is a great way of opening up teams, instilling confidence, and creating a happier workplace.
   
3. Engage team members in decision-making. You may have a ton of experience, but you don’t always know what’s best. Which is why great leaders involve their team members in their decision-making processes. You can still have the final say – especially when there’s something big on the line. But when you empower staff and respect their opinions, you in turn give them greater confidence in your leadership – and you may even make better decisions as a result.
   
4. Be present, often. No, this doesn’t mean breathing down people’s necks and asking how they’re getting on with that crucial deadline. It simply means that you make yourself available. For example, by being physically present in the workplace instead of working from home, visiting different departments even if you don’t normally work with these people, and participating in team activities that don’t necessarily scream “leadership”. In other words, the opposite of shutting yourself away in your office with your “do not disturb” switched on. By doing this, you will break down barriers and foster a sense of community.
   
5. Offer recognition. A great visible leader will actively recognize and celebrate the achievements of their team members. This doesn’t need to be done through grand gestures or large financial incentives – although sometimes there is a place for those things. The recognition itself can be a simple public acknowledgement, an award, a thank-you note, or a neat little perk such as an early finish. The important thing with recognition is that it is authentic, and is tied to something real – empty thanks will have the opposite effect, so make sure to tie recognition to an achievement, a characteristic, or a commendable effort that somebody has made.
   
6. Live their organizational values. The values your organization claims to operate on should not be confined to a laminated poster on the staff room wall. You should be living by them with everything you do – and if you can’t do that, then chances are your values are wrong. When leaders embody the values and mission of the organization in their daily actions, they inspire employees to do the same. So make sure you demonstrate them through consistent exemplary behaviour.

Why bother..? (What the science says)

Practising the art of visible leadership has far-reaching positive consequences for you, your team, and your wider organisation. And that’s not anecdotal – there’s good, solid science backing this up. So we thought we’d take you through a few studies to show you what has proven to happen when you focus on “visible leadership” in your workplace.

How showing up builds stronger, more engaged teams – even amongst people you never come into contact with

One of the most insightful studies on this topic comes from a team of organizational psychologists in the Netherlands, who wanted to understand what actually happens when leaders show up in ways that inspire, support, and connect with their people.

In 2022, Mazzetti and colleagues published a large-scale, longitudinal study exploring what they called “engaging leadership” — a style that looks remarkably similar to what we’re calling visible leadership. Engaging leaders, they explained, are those who inspire their teams, strengthen their confidence and resilience, and build genuine connections between people.

And to assess the impact of this leadership style, the researchers surveyed over 1,000 employees across 90 work teams, not just once but twice over time. This allowed them to see not only what the teams were like at a single moment, but how things evolved. They used sophisticated statistical modelling to look at both the individual and team levels — because leadership doesn’t just affect people one by one, it also shapes how teams function as a whole.

And here’s what they found:

• At the individual level, employees who saw their leaders as engaging became more energised, motivated, and resilient over time. This wasn’t just because their leaders were “nice” — it was because engaging leaders actively helped people build personal resources like optimism, flexibility, and self-belief. Those resources then fed directly into stronger engagement and wellbeing.
  
• At the team level, when an entire group shared the sense that their leader was engaged and supportive, the team as a whole became more effective and cohesive. The connection here ran through what the study called team resources – things like open communication, trust, constructive feedback, and opportunities to participate in decisions.

Perhaps most interestingly, the study also found a “ripple effect”: when teams had strong collective resources, this positively influenced individual engagement too. So even if one person hadn’t personally interacted much with the leader, they still benefited from being in an environment shaped by visible, supportive leadership.

Visible leaders build trust, attract talent, and drive customer confidence

As shown in the previous study, the benefits of visible leadership can extend beyond the immediate circle of influence. But did you know that it can improve things for the wider organisation, including through talent attraction, investor impact, and even customer influence?

Ripple Consulting looked at some of the statistics behind “executive visibility”, and here are some of the things they discovered:

• Talent attraction and retention. Around three-quarters of job seekers research a company’s leadership before applying. Leaders who are visible, authentic, and actively communicating play a major role in shaping how attractive an organization appears to potential talent.
  
• Trust and thought leadership. Roughly 73% of business decision-makers say they trust thought-leadership content more than traditional marketing materials. In other words, when leaders speak openly and insightfully about their industry, people listen — and it strengthens the organisation’s credibility far more effectively than advertising alone.
  
• Customer influence. About two-thirds of consumers say their buying decisions are influenced by the actions, values, and visibility of company leaders. When executives are seen to embody integrity, consistency, and authenticity, customers respond more positively.
  
• Market and investor impact. The article also cites evidence that companies with visible CEOs outperform their peers, showing around 80% higher annual share price growth on average.

While Ripple’s piece isn’t a formal academic study, it brings together a compelling body of evidence showing that leadership visibility influences far more than internal engagement. It shapes how employees, customers, and investors alike perceive an organisation’s credibility and strength.

How are most leaders doing? What the 2023 UK engagement survey reveals

Some organizations commission large-scale “pulse checks” of how people feel at work. The 2023 UK Employee Engagement Survey from Engage for Success (EFS) is one of the most insightful in the UK context, and its findings carry a clear message: many organizations are doing the visible leadership basics, but it’s still not enough to move the needle.

What the survey was and how it was conducted

The 2023 survey was the second annual iteration of the EFS Employee Engagement Survey, launched in 2022 to track how employee engagement is faring in UK workplaces, particularly after the turbulence of the pandemic. The sample included over 3,000 UK workers, collected through an independent online research platform to ensure people could respond honestly and without employer influence.

The study used an “EFS Engagement Index” built from three core questions on satisfaction, loyalty, and intent to stay, alongside detailed questions about leadership, wellbeing, communication, learning and development, and working arrangements. This created a well-rounded picture of what was driving engagement across the country.

Here were some of its key takeaways:

1. Engagement is flatlining

Engagement in 2023 remained steady at 62%, exactly the same as in 2022. In other words, despite the optimism of “post-pandemic recovery,” engagement hasn’t bounced back. Many long-standing issues still remain unresolved.

2. Leadership and manager priority matters most

The most striking finding was the impact of leadership visibility and prioritization. When employees believed their senior leaders and line managers genuinely cared about “people issues” – i.e. culture, wellbeing, engagement – their engagement scores were dramatically higher, averaging around 77%.

Where that belief was missing, engagement dropped to around 45%. Those who felt unsupported by leadership also reported significantly higher levels of unmanageable stress.

In other words, it’s not just what leaders say – it’s whether employees see and feel that people really are a priority.

3. Organizational practices make a measurable difference

The survey also confirmed that specific organizational practices have a tangible effect.

Employees who reported having access to multiple opportunities for learning and development, wellbeing support, and genuine “employee voice” channels consistently showed higher engagement. Those with no access to these things scored 20-30 points lower on the engagement index.

We think this means that engagement grows when visible leadership is backed up by visible action.

4. Individual and external pressures play a role

Around one in three workers reported being distracted at work by financial stress, and engagement levels were lower among those with long-term health conditions or in groups that felt underrepresented or less supported.

In organizations where leadership engages their people, and understands the struggles they are facing, these problems are fewer.

What the survey adds to the case for visible leadership

This survey reinforces everything we know about visible leadership. When leaders are genuinely present, communicative, and human, engagement rises sharply. When they go quiet, or when people can’t see their care and commitment, engagement declines.

It also underlines several of the six core qualities of visible leadership: transparency, two-way communication, participation in decisions, presence, and authentic recognition. Each of these qualities connects directly to the factors that drive engagement in the survey.

In the end, it’s about showing up

Ultimately, if you get visible leadership right, then your organization will thank you.

Further reading: Today, it is what employees want from managers that matters

But although the evidence is strong, it’s not the most important part to remember here. In fact, if you remember nothing else from this article, try to just remember that visible leadership is not about standing in the spotlight – it’s about standing alongside your people, and letting them see that you listen, you care, and you respect them.

Don’t overthink it. The rest will take care of itself.