Failure is often treated as the opposite of success, when in reality it is its most reliable ingredient. Within the framework of Reasoned Leadership, failure is not something to fear or avoid but something to study, learn from, and ultimately leverage. True leadership is often paradoxical to what we have been told. Indeed, the great paradox of progress is that success is rarely the result of constant triumph. Instead, it is the product of repeated correction.
True leadership is defined by empowerment, not management. Managers preserve what already exists. Leaders build what does not yet exist. However, that process is inherently uncertain. Every solution begins as a response to a problem. Every product, company, and breakthrough exists because someone saw what was broken and decided to do something about it. In that sense, leadership cannot exist without problems because problems are the reason leaders are needed in the first place.
The successful, whether entrepreneurs, investors, or innovators, reach their position not by avoiding mistakes but by confronting them. They build value by creating products or services that people want and need, often after many attempts that fell short. This is not hyperbole. The science supports the position. For example, research by Heidi Neck (2012) at Babson College describes this as “intentional iteration,” a deliberate cycle of trial, feedback, and refinement. Likewise, Lafuente, Rabetino, and Leiva (2024) demonstrated that both success and failure experiences contribute to innovation and growth. The principle is simple: progress is iterative, not linear.
That said, the science is not the issue; it is actually a perspective issue. Failure, when used properly, becomes a valuable form of feedback. It shows us what does not work and refines what might. The Reasoned Leader understands that failure provides information, not identity. When something fails, the disciplined response is not self-blame but analysis. What happened? Why? What can be improved? How does this change what success might look like? This reflective posture transforms failure from an emotional event into an empirical one, turning frustration into forward motion.
More often than not, the key distinction between effective and ineffective leaders lies in what they do after failure. The disempowered find fault; the empowered find opportunity. This mindset is the cornerstone of failure-forward leadership. It aligns perfectly with the Adversity Nexus, which teaches that growth arises from challenge, not comfort. Those who treat problems as opportunities for refinement expand both their capacity and their influence.
As previously alluded to, the iterative nature of success also separates leaders from managers. Management typically seeks stability and predictability, but leadership requires adaptability and creativity. The Reasoned Leader embraces uncertainty because it signals possibility. They recognize that mastery is not achieved through the absence of mistakes but through the continual process of learning from them.
In business and in life, the absence of problems would mean the absence of purpose. The entire structure of commerce depends on solving problems, whether small inefficiencies or massive global challenges. Every paycheck, product, and service is tied to someone’s need or frustration. Seen through that lens, we must understand that failure is not an obstacle to success but a prerequisite for it. It is how we discover, adjust, and ultimately create better solutions.
The Reasoned Leader refuses to let failure define them. Instead, they use it as a map. Each failed attempt narrows the distance between ignorance and understanding. Each setback refines judgment and strengthens resolve. Those who learn to iterate instead of quitting eventually outpace those who fear mistakes altogether.
Remember that failure is the tuition of progress. It costs time, pride, and sometimes resources, but it pays back in wisdom, skill, and clarity. The leaders who endure and evolve are those who treat every failure as a data point, every problem as an opportunity, and every outcome as a step toward mastery. In the end, success belongs not to those who never fall but to those who learn how to stand back up with greater precision.
References
- Neck, H. (2012). It’s Not Failure, It’s Intentional Iteration. Babson College. https://entrepreneurship.babson.edu/its-not-failure-its-intentional-iteration/
- Lafuente, E., Rabetino, R., & Leiva, J. (2024). Learning from success and failure: implications for entrepreneurs, SMEs, and policy. Small Business Economics. DOI:10.1007/s11187-024-00889-0
Author(s): Dr. David M Robertson
Board Insights | Open Source | ORCID iD
Published Online: 2025 Nov – All Rights Reserved.
APA Citation: Robertson, D. (2025, November 9). The Case for Failure in Leadership and Success. The Journal of Leaderology and Applied Leadership. https://jala.nlainfo.org/the-case-for-failure-in-leadership-and-success/