Strategy in Orange Series: previously published on LinkedIn – February 4, 2026
Leadership is not handed out; it is claimed, often in rooms where you are told you do not belong. When I say “they,” I am talking about the gatekeepers: the institutions, decision makers, and unspoken rules that have long dictated who gets to lead and who is left out. They say leadership is reserved for a select few, but I have spent my career proving that claim wrong.
Tuesday night, Dr. Guolei (Chris) Zhang from the University of Houston Downtown invited me to speak to his MBA 6334 Talent Management class. Logging on to Zoom for a hybrid class, I was a guest. I was also a nonprofit executive, grit in my voice, and my organizational development foundation visible in everything I conveyed. What started as a guest speaking opportunity quickly became a mirror. Suddenly, I reflected on my own MBA journey from thirteen years ago, thinking about every late night, every moment when I needed encouragement or reassurance, and every win, large and small, that brought me to this point.
I have learned that growth cannot be faked and there are no shortcuts to authenticity, principles that ground Authentic Leadership theory. According to Avolio and Gardner (2005) in their article “Authentic Leadership Development: Getting to the Root of Positive Forms of Leadership,” authentic leaders are most effective when they are self-aware, transparent, and anchored by their core values. By regularly practicing self-reflection and embracing vulnerability, I strive to lead with these qualities in my work and beyond.
This approach also aligns with Transformational Leadership. According to Bass and Riggio (2006) in their book Transformational Leadership, transformational leaders inspire and elevate others by motivating teams to pursue a shared vision, encouraging them to surpass their own expectations, and to see challenges as opportunities for growth. Throughout my career, I have worked to motivate teams to pursue a shared vision, urging them to turn obstacles into opportunities and lessons.
Now, as I pursue my Executive Doctorate in Business Administration at the University of Houston, I am even more committed to Inclusive Leadership, a talent management approach that recognizes the power of diverse perspectives. According to Shore, Cleveland, and Sanchez (2011) in their article “Inclusive Workplaces: A Review and Model,” inclusive leaders foster environments where every voice is valued, and new standards of excellence can be elevated. By challenging traditional gatekeepers, I commit to creating spaces where everyone can lead, contribute, and thrive.
Every space I enter, I bring authenticity, excellence, and the determination to make a difference. My presence reflects the strength and purpose I bring as a nonprofit leader and doctoral candidate committed to advancing what leadership can be. The journey is far from over. As I continue to grow, I intend to lift as I climb, leaving the door open for others to walk through.
About Ernest Lewis III
Ernest Lewis is a nonprofit executive, strategist, and consultant, originally from New Orleans and living in Houston, TX. He is also Vice President, Community Impact & Vitality at BakerRipley.
The Harvey Lewis Group 