It's not often that a book on biology challenges the way we think about leadership – but that’s exactly what happened when I read The Selfish Gene by Richard Dawkins. Though written in the language of evolutionary science, it unexpectedly became a mirror to the dynamics I see in organisations every day.
The book presents the idea that much of human behaviour is shaped by ancient instincts – competitive drives, self-preservation, the need to belong or control. Yet, its most powerful message is this: we are not captives of these instincts. We have the rare ability to pause, reflect, and choose how we act – especially in the workplace.
This isn’t a lesson in science; it’s a call to self-awareness. In the workplace, how many misunderstandings, tensions, or poor decisions arise simply because we react instead of respond? A team member challenges our idea, and we feel the urge to defend. A colleague receives praise, and we feel overlooked. These responses may be instinctive, but leadership demands more than instinct. It demands choice.
Emotional maturity in leadership starts with recognising that we can override our defaults. It’s about taking that moment to ask: ‘Is this reaction helpful?’ The difference between good and great leadership often lies in this simple pause.
The book also explores the surprising success of cooperation. It explains that in the long run, behaviours built on fairness, reciprocity, and trust consistently outperform those driven by fear or aggression. Applied to the workplace, this reinforces what many of us already know but don’t always practise: cultures based on psychological safety, open communication, and mutual respect perform better – not only morally, but strategically.
There’s a false dichotomy in many organisations that equates kindness with weakness. But the reality is that environments rooted in trust are more resilient, more innovative, and more likely to retain talent. True leadership is not about controlling outcomes through pressure – it’s about creating conditions where people are willing and empowered to bring their best.
Another concept from the book that resonated with me is how our environments shape behaviour. Just as genes express themselves differently depending on the conditions they’re in, people’s potential is often a reflection of the systems and structures around them.
This is a crucial reminder for leaders: when someone isn’t performing, the first question shouldn’t be ‘What’s wrong with them?’ but rather ‘What’s going on around them?’ Are expectations clear? Is the feedback constructive? Are values modelled consistently? Performance rarely exists in isolation – it is a product of both personal capability and the surrounding culture.
Perhaps most striking is the book’s insight into how ideas spread. Dawkins coined the term ‘meme’ to describe how ideas replicate – not unlike genes. Long before social media, he recognised that behaviours, slogans, and beliefs could take hold and multiply in human communities.
Workplaces are no different. Gossip, blame, and fear can spread rapidly – but so can hope, fairness, and optimism. What leaders choose to say, repeat, and reward quickly becomes the cultural norm. Even small decisions – like how you respond to a mistake, or who you include in a conversation – can have ripple effects far beyond the moment.
We often talk about leadership in terms of vision or execution, but we don’t talk enough about its viral power. Culture is shaped not only by formal strategies, but by daily micro-messages. If you want to change the workplace, change what gets repeated.
Finally, the book reminds us to play the long game. In evolutionary terms, short-term success without sustainability leads to extinction. In the workplace, the same holds true. Winning the quarter at the expense of trust, morale, or ethics is not real success. Sustainable leadership is about legacy – building systems, habits, and teams that endure.
So much of modern work culture rewards urgency – fast results, quick wins, immediate visibility. But the most effective leaders are those who prioritise consistency over charisma, trust over control, and values over image.
Ultimately, The Selfish Gene is not about selfishness. It’s about recognising that we are part of a larger story – one we help write every day through the cultures we build, the behaviours we model, and the choices we make.
And that is the most hopeful insight of all: Biology may influence us – but it does not define us. The future of work belongs not to instinct, but to intention.
Join us next month for another edition of Workplace Watch, where we’ll explore more trends shaping the future of work. Until then, keep growing, keep learning, and keep pushing the boundaries of what’s possible.
Amal Kooheji is a growth advocate
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