Mediocrity vs. Creativity: Rethinking Leadership as Art

In Alain Deneault’s La Médiocratie, I found a critique of modern institutions that deeply resonates with my own work. Deneault describes how mediocracy embeds itself in organizational systems, elevating conformity and superficial competence over bold innovation and authentic excellence. This phenomenon echoes the “organizational theatre” I explore in my thesis, From Artist-as-Leader to Leader-as-Artist. In this theatre, organizations perform elaborate shows to maintain the “iron cage” of mediocracy, preserving appearances while stifling creativity and authenticity.

Organizational theatre is the enactment of roles, rituals, and facades designed to sustain the status quo. Middle managers—the gatekeepers of mediocracy in Deneault’s analysis—often play starring roles. These performances, from endless strategy meetings to rigid bureaucratic routines, create an illusion of control and progress. However, behind the scenes, these structures suppress the very creativity and innovation organizations need to thrive. Authenticity, which should be the cornerstone of meaningful leadership, is sacrificed to keep the show running.

Adding to this critique is the concept of staged authenticity. As I describe in my thesis, staged authenticity involves the deliberate performance of “genuine” behaviors within the confines of organizational theatre. Leaders may adopt the language and gestures of authenticity — engaging in surface-level vulnerability or rehearsed transparency — but these performances often lack true substance. Staged authenticity becomes yet another layer of the organizational façade, perpetuating mediocracy while giving the illusion of authenticity.

Mediocracy and the Iron Cage

Deneault’s mediocracy flourishes within this iron cage, where power is concentrated in the middle layers of organizations. Decision-making slows, risk-averse behaviors dominate, and senior leaders often see their strategic vision diluted. Meanwhile, frontline employees are stripped of autonomy, leaving both ends of the hierarchy disempowered.

This dynamic stands in stark contrast to the artist-leader I describe in my thesis. Artist-leaders reject the scripts of organizational theatre, including the seductive but hollow practices of staged authenticity. Instead, they embrace uncertainty and improvisation to create new narratives. They value true authenticity over appearance, fostering environments where creativity and innovation can challenge the status quo.

Leadership as Art: Breaking the Fourth Wall

In theatre, breaking the fourth wall involves addressing the audience directly, disrupting the illusion of the performance. Similarly, leadership as art requires breaking the fourth wall of organizational theatre. This means dismantling the rituals, facades, and performances—including staged authenticity—that sustain mediocracy, creating space for genuine connections and innovation.

Artist-leaders view leadership as a creative process, drawing on intuition, collaboration, and vulnerability. These qualities challenge the rigid structures of mediocracy. True authenticity — free from performance — is a powerful tool for subverting the iron cage, inspiring trust and engagement rather than compliance. By encouraging leaders to step off the stage and engage authentically with their teams, we open the door to a more dynamic and human form of leadership.

The Cost of the Show

Organizational theatre, including its staged authenticity, is costly — not just in time and resources but in morale and innovation. Employees forced to play roles in this theatrical production often feel their potential is stifled. Instead of contributing their unique strengths, they focus on fitting into the script. This creates a culture of disengagement and stagnation, where mediocracy thrives and creativity is suppressed.

The artificiality of staged authenticity compounds this issue, creating a disconnect between leaders and their teams. Leaders become performers, judged by their ability to maintain the illusion of authenticity rather than their capacity for meaningful impact. The cost of this performance is the erosion of trust, creativity, and the human connection essential for true organizational success.

Toward Authentic Leadership

Authenticity, as I argue in my thesis, is the antithesis of mediocracy. It is not about perfection or rehearsed vulnerability but about being genuine in interactions and decisions. By embracing the principles of the artist-leader, leaders can subvert organizational theatre, dismantle staged authenticity, and break free from the iron cage. This shift requires courage — the courage to reject performative rituals, embrace uncertainty, and prioritize meaningful connections over appearances.

For me, the intersection of La Médiocratie and my work on artist-leadership offers a profound critique of modern organizations. Deneault exposes the systemic forces that sustain mediocracy, while my concept of organizational theatre illustrates the roles we all play in maintaining these structures. Together, they underscore the need for a new approach to leadership — one that celebrates authenticity, creativity, and human connection.

A Call to Leadership as Art

Leadership, like art, is an act of creation. It requires vision, courage, and the willingness to break free from the scripts of mediocracy. By rejecting organizational theatre, including the superficiality of staged authenticity, and embracing leadership as an art form, we can create spaces where authenticity thrives and innovation flourishes. The challenge is not merely to lead but to lead meaningfully, breaking through the illusions of mediocracy to inspire true transformation.

Deneault, A. (2015). La médiocratie. Montreal, Lux Éditeur.

Pieterse, V. (2011). From artist-as-leader to leader-as-artist. Soest, De Weijer Design