Redefining Authoritarianism Part 2: The Leadership Shadow Within

By Dr. Virginia Lacayo

In my previous System’s Shaker’s Playbook article, we expanded our understanding of authoritarianism beyond oppressive leaders to oppressive systems—recognizing its presence in economic inequality, algorithmic bias, and cultural hegemony. But systems are not just external; they subconsciously shape our beliefs, behaviors, and sense of self in the form of internalized authoritarianism.

Internalized authoritarianism is the set of beliefs, assumptions, behaviors, and expectations we unconsciously absorb from systems designed to oppress and control. This internalized control doesn’t just shape our personal thoughts and behaviors—it extends into how we lead, influencing our decision-making processes, the way we design organizational policies and structures, and how our organizational cultures unconsciously mirror authoritarian dynamics.

As leaders in the nonprofit and social change sectors, our mission is to challenge systemic oppression. Yet, without realizing it, we might carry within us the very dynamics we seek to disrupt—replicating often unintentional hierarchical, exclusionary, and compliance-driven models in our organizations and leadership styles.

How Internalized Authoritarianism May Show Up (and Why We Should Care)

Hierarchical Structures Masked as Benevolence

Non-profits, like their for-profit counterparts, often operate within rigid hierarchical structures. While these structures are intended to provide efficiency and clarity, they frequently cultivate environments where decision-making is concentrated at the top. Leaders, driven by a desire to protect the mission and maintain accountability, may inadvertently create an authoritarian culture by:

• Centralizing Decision-Making: Even in collaborative environments, critical strategic choices are often made by a select few, sidelining frontline staff and community stakeholders.

• Top-Down Communication: Organizational messaging tends to flow in one direction, reinforcing a culture where feedback loops are performative rather than substantive.

• Mission Over People: Prioritizing organizational goals at the expense of employee well-being, leading to burnout and disillusionment.

For example, a social justice non-profit with a progressive mission may still have a leadership team that dictates policies without involving marginalized staff, reinforcing the power imbalances they seek to dismantle.

Funding Dependency and the Fear of Change

Non-profits rely heavily on external funding sources, often from government grants or philanthropic donors. This dependency creates a risk-averse culture that reinforces authoritarian tendencies by:

• Adhering to Donor Expectations: Leadership may make strategic decisions that align more with funder priorities than community needs, stifling innovation and grassroots input.

• Preserving the Status Quo: Fear of losing funding leads to a reluctance to challenge systemic issues within the organization, perpetuating harmful internal dynamics.

• Tokenizing Inclusion: Diversity and inclusion efforts may become performative, focusing on optics rather than systemic transformation.

A classic example is an environmental non-profit that modifies its programming to fit a donor's vision, sidelining the voices of communities it initially set out to serve.

Cultural Inertia and Internalized Norms

Even well-intentioned organizations inherit and internalize societal norms that perpetuate authoritarianism, such as:

• The "Hero Complex": Leaders position themselves as saviors rather than facilitators, undermining collective leadership.

• Over-Reliance on Metrics: Quantitative success measures often overshadow qualitative, community-driven impact, reinforcing a command-and-control culture.

• Silencing Dissent: Staff and volunteers who challenge existing paradigms may face resistance, discouraging critical engagement and perpetuating groupthink.

For instance, a healthcare non-profit advocating for patient-centered care might ironically disregard employee input on workplace policies, fostering a culture of compliance rather than collaboration.

Breaking Free from Internalized Authoritarianism Through Intersectional Leadership™

Recognizing these patterns is the first step in dismantling them. True liberation requires us to embrace Intersectional Leadership—a transformative approach that integrates equity-based leadership, mindset coaching, and complexity science to address deeply ingrained authoritarian patterns and drive systemic change. Here’s how we can begin:

1. Equity-Based Leadership: Build cultures of belonging by decentralizing power, promoting inclusive participation, and fostering psychological safety where dissent and dialogue are encouraged without fear of judgment or reprisal. This approach challenges entrenched power dynamics by shifting from top-down decision-making to collaborative, participatory processes. Leaders are called to create spaces where diverse voices are not just heard but actively shape the organization’s direction. By embracing equity-based leadership, organizations can dismantle exclusionary structures, address systemic biases, and cultivate an environment that empowers individuals at all levels.
   
   

2. Managing Our Thoughts and Emotions: Breaking free from internalized authoritarianism requires us to challenge limiting beliefs, including the myth of scarcity, by developing emotional intelligence and resilience. Leaders must recognize and shift patterns of self-doubt, fear-based decision-making, and inherited narratives of control. By cultivating mindfulness and self-awareness, we can make intentional choices that align with our values, foster a sense of abundance, and create space for innovative, purpose-driven action.. Leaders must shift from a scarcity mindset to one of abundance, sharing power and trusting in collective strength.—believing there isn’t enough power, influence, or success to go around. Embracing abundance means sharing power and trusting in collective strength.
   
   

3. Seeing Leadership Systemically: Complexity science teaches us to view leadership not as a static role but as an evolving system of relationships, feedback loops, and interdependencies. To break free from internalized authoritarianism, we must embrace the fluid nature of organizations, recognizing that power dynamics, communication flows, and decision-making structures must continuously adapt. Moving away from rigid hierarchies means fostering participatory decision-making and shared governance that empower everyone within the organization, ensuring that leadership is a collective, evolving process rather than a fixed position.

A Compassionate Approach to Change

Addressing internalized authoritarianism isn’t about self-blame; it’s about self-awareness. We have been shaped by systems that prioritized control over collaboration, hierarchy over equity, and conformity over innovation. Recognizing how these patterns live within us is not a judgment but an opportunity. It’s a call to lead differently—to embrace a model of leadership that is liberatory, adaptive, and human-centered.

Breaking free from internalized authoritarianism requires a compassionate approach—one that acknowledges our conditioning without self-blame and fosters a culture of grace and growth. We must recognize that these patterns were often survival mechanisms within oppressive systems, and unlearning them takes time and intentionality. By embracing a mindset of continuous learning and self-compassion, leaders can create organizational environments that prioritize growth over perfection and curiosity over compliance. This shift allows us to model vulnerability, encourage open dialogue, and invite collective participation in reimagining leadership and power dynamics.

Moving Forward

To take on systemic oppression, we must start with the subconscious influence of authoritarianism in our leadership practices, organizational structures, and cultures. When we understand and address how these forces shape our decision-making and interactions, we become better equipped to challenge, resist, and replace oppressive systems that relate to our respective missions. The change we seek externally must begin within us. By dismantling internalized authoritarianism, we not only free ourselves—we create space for others to do the same.

If you're ready to take the next step in transforming your leadership and organizational culture, book a call to learn more about my Intersectional Leadership™program. Together, we can break free from the authoritarian scripts we’ve inherited and step into a truly transformational leadership model.