During the Women in Emerging Expedition for Women in Higher Education, we explored
leadership through the framework of the Four E’s. Among the many ideas we discussed,
one concept stayed with me long after the expedition ended: the tension between
humility and visibility in leadership.
Leadership is rarely defined by a single personality trait. It is a composite of energies,
characteristics, and ways of navigating the world. Some of these qualities naturally
complement one another, while others exist in tension. One of the most compelling and
challenging combinations is humility paired with visibility. Traditionally, leadership has been associated with loudness. We are conditioned to believe that the person who speaks most, dominates conversations, or occupies the
most space is automatically the leader. Confidence is measured by volume, visibility by
constant presence, and authority by how much attention one commands. Yet for many
women, these norms conflict with societal expectations. Women are often taught to
remain soft-spoken, to avoid standing out, or to “take up too little space.” Speaking too
much is sometimes seen as inappropriate or threatening to social norms. As a result,
naturally reserved leaders may feel that leadership is inaccessible to them.
However, the problem is not silence itself, but how it is perceived. Silence can be
misinterpreted as weakness, disengagement, or a lack of confidence. Yet thoughtful
observation, intentional speech, and reflective decision-making are powerful forms of
leadership. Silence can signal self-awareness, emotional intelligence, and the capacity
to produce meaningful impact without seeking the spotlight.
This lesson became vivid for me while serving as the Master of Ceremony for my
university’s most prestigious event—the annual convocation ceremony. My lead was
highly experienced, and despite my own experience as a speaker, I initially felt
overshadowed. He naturally drew attention, leaving me struggling for visibility. Instead
of chasing the spotlight, I grounded myself and observed carefully, focusing on
producing value for the team rather than attention for myself. By prioritizing contribution
over visibility, I organically emerged as a co-lead, guiding moments and facilitating
outcomes effectively. This experience taught me a fundamental lesson: visibility is a
byproduct of value creation, not a goal in itself.
Leadership, therefore, is not about constant presence or loudness. It is about
contributing thoughtfully, guiding others toward a shared purpose, and creating space
for team members to shine. Humility is not the absence of confidence; it is the ability to
lead without needing constant validation or control. Visibility matters, but it should
follow meaningful action rather than dictate it.
For women in particular, this balance is critical. Many of us are socialized to prioritize
humility to the extent that visibility feels uncomfortable or selfish. Yet effective
leadership integrates both. It requires showing up when it matters, speaking with
confidence, and listening with humility. True leaders step forward without seeking
attention, while empowering those around them.
My convocation experience reinforced the expedition’s insights. I realized that the
strongest leaders do not chase visibility—they focus on creating value, and visibility
naturally follows. Silence and humility are not weaknesses; they are strategic, powerful
tools in leadership when coupled with intentional action and purposeful contribution.
Leadership is ultimately about influence, purpose, and creating impact. Sometimes, the
quietest voices carry the deepest strength.
About the Author:
Madiha Yasin is an Explorer on the Women Emerging Expedition for Higher Education. She is a finance major at the Institute of Business Administration (IBA), Karachi, Pakistan. Currently in her Final semester of undergrad, Madiha holds a passion for public speaking and is a staunch advocate of the immense potential of Women leading in professional spaces.
