The Myth of the Rescuer: True Leadership Does Not Mean Solving Crisis Yourself

A Boss Blames. A Leader Fixes. Everyone knows this phrase. In my coaching sessions, I hear it all the time and almost every time, I see how it fails in practice.

We are not talking about the micromanager boss who throws blame around and belittles their employees. That is toxic and obviously the wrong approach. What I want to address is the distorted image of a leader: the idea that a leader always has a plan B in their pocket and solves every crisis themselves.

I have had to clean up chaos countless times because teams expected someone to have a ready plan B or for the leader to immediately produce a solution. But this is exactly the mistake. When a leader solves every crisis, they take away their people's chance to take responsibility and learn from their own mistakes. True leadership does not mean stepping in all the time. It means creating a framework where people can make mistakes and learn how to get themselves out of trouble.

The reason this myth persists is clear. Many leaders misunderstand empowerment. They talk about it, use nice words, but jump in the moment something goes wrong. Real empowerment is not rescuing, it is giving people the courage, responsibility, and skills to find solutions on their own. This is what the principles I teach in my coaching sessions are all about.

1. Fixing steals responsibility In my coaching, I see the same effect again and again. When a leader steps in, teams develop dependency. Psychologically, it makes sense: people tend to take the path of least resistance. If every challenge is solved by the leader, there is no incentive to find solutions themselves. Studies show that empowerment not only increases motivation but also enhances problem-solving skills (Spreitzer, 1995).
2. Mistakes are a resource, not a flaw Seeing mistakes as failures is a common misconception. Teams that are allowed to analyze their mistakes openly learn much faster. Psychologically, this supports the learning organization theory (Senge, 1990). Mistakes provide essential feedback that makes growth possible. Leaders who constantly fix problems interrupt this learning process and prevent the development of crucial skills.
3. Self-rescue is a critical skill The ability to pull yourself out of difficult situations is one of the biggest drivers of resilience. Teams that practice this develop confidence and initiative. Daniel Pink’s motivation theory shows that autonomy is a central factor for performance. Those who constantly wait for the leader miss the chance to develop this autonomy and unknowingly reinforce dependency.
4. Psychological safety as a foundation for courage In my coaching, psychological safety is a recurring theme. People need to feel safe to admit mistakes and learn from them. Amy Edmondson emphasizes that psychological safety is essential for innovation and team learning. A leader who solves every problem sends the wrong message: mistakes are dangerous. The right approach is to create an environment where mistakes are analyzed, not hidden.
5. Set the framework, don’t rescue The most effective leadership I have observed happens when clear expectations, resources, and escalation criteria are transparent. Teams know when to act on their own and when to ask for support. This type of leadership fosters responsibility and long-term skill development much more effectively than constant fixing.

True leadership does not end with the leader pulling the plan B out of their pocket and solving the problem. Empowerment means enabling people to take responsibility and develop their own solutions. Mistakes are not flaws, they are valuable resources for learning and growth. 

A real leader creates the space where employees recognize when a plan B is necessary, guides them to develop alternatives, and implements them independently. This builds responsibility, resilience, creativity, and real team growth. Leadership is not about rescuing, it is about guiding others to find their own solutions.