In a corporate world brimming with buzzwords, few concepts resonate as deeply as the idea of leadership that lifts. In his new book, The Leadership Route, Alex Cummins—seasoned coach, trainer, and founder of Mango Training and Consultancy—challenges traditional management paradigms by bringing together sharp insight, behavioral science, and fiction. Through the allegorical world of Mango Bank and its two compelling leaders, Kelly and Sofia, Cummins doesn’t just present theory—he invites us into a conversation about what it truly means to lead in a rapidly changing world.
We sat down with Alex to explore the beliefs behind the behaviors, the power of psychological safety, and why leadership in today’s workplace isn’t about command—it’s about connection.
- Alex, what inspired you to create a fictional institution like Mango Bank to explore real-world leadership challenges? Was there a moment when this narrative structure felt like the best teaching tool?
Mango Bank was born from years of coaching conversations and workshops across sectors. I realized that the best learning often comes from storytelling—not slides or frameworks. Fiction gave me the freedom to dramatize everyday challenges while making complex theories come alive. When people recognize their own office politics, team struggles, or leadership dilemmas in a fictional setting, the lessons land more deeply. That moment of recognition becomes the turning point. - The book contrasts two compelling leaders, Kelly and Sofia. Are they based on real individuals you’ve encountered during your work across industries, or are they composites?
They’re composites, for sure. Over two decades, I’ve met countless “Kellys” and “Sofias.” Kelly represents the structured, top-down leader driven by control and precision. Sofia embodies the relational, trust-based leader who thrives on empowerment. Both exist in almost every organization. Their stories are shaped by real insights from people I’ve coached, trained, or worked with directly. - You speak passionately about ‘lifting’ as a leadership style. Can you explain what it means to take “the leadership route” and why it’s more crucial than ever in today’s workplaces?
Taking the leadership route means choosing to inspire rather than instruct, to engage rather than enforce. It’s about helping others grow—not just to meet KPIs but to become more confident, creative versions of themselves. In today’s world of hybrid teams, tech disruption, and generational shifts, command-and-control simply doesn’t cut it anymore. People want meaning, trust, and space to flourish. Lifting is the only sustainable way forward. - Theory X and Theory Y play a foundational role in the book. Why do you think, despite decades of research, many leaders still fall back on Theory X assumptions about control and supervision?
Old habits die hard. Theory X offers an illusion of safety—it’s what many of us grew up with, even outside the workplace. But it stifles creativity and ownership. Leaders often default to control when they’re under pressure or lack training in more empowering approaches. That’s why unlearning is as important as learning in leadership. - There’s a strong theme of psychological safety and emotional intelligence in the book. How can managers begin to foster these values, especially in high-pressure corporate environments?
Start small. Make space for check-ins before checklists. Normalize feedback and vulnerability by modeling it yourself. Recognize effort, not just outcomes. When people feel seen and safe, they bring their best thinking to the table. It’s not about being “soft”—it’s about being smart with your most valuable asset: your people. - The book mentions the Pygmalion and Golem effects. Have you personally witnessed how a manager’s expectations dramatically changed a team’s performance? Could you share a memorable example?
Yes, vividly. I worked with a senior manager who labeled her team “average at best.” Once we challenged that assumption and she began expressing confidence in their ability to innovate, the transformation was remarkable. One quiet team member proposed a process improvement that saved hundreds of hours. The change started not in them—but in her expectations. - You argue that beliefs are the invisible drivers behind management style. What are some practical ways managers can reflect on and evolve their leadership beliefs?
Journaling is a powerful start—ask yourself, “What do I believe about people and work? Where did that belief come from?” Also, gather feedback from peers and team members. Try out alternative leadership behaviors and observe the outcomes. Over time, new experiences reshape those old internal narratives. - Many of today’s younger employees value autonomy, purpose, and inclusivity. How can leaders transition from traditional command-and-control models to meet these expectations without losing sight of results?
It starts with trust. Instead of micromanaging, co-create goals. Define outcomes clearly, but let the team figure out the path. Also, ensure your purpose isn’t just printed on walls—it needs to live in your day-to-day conversations and decisions. When people see how their work connects to a bigger story, they deliver far beyond expectations. - Your background is richly cross-cultural. How has your Malaysian-Scottish heritage and time in Asia shaped your leadership philosophy and writing approach?
It taught me empathy, nuance, and the power of listening. Straddling different cultures made me naturally curious about perspectives different from my own. In leadership, that curiosity is essential—it’s what helps you lead not just tasks, but people with their own stories and struggles. - Finally, what do you hope readers feel or do differently after finishing The Leadership Route? What’s the lasting legacy you wish this book leaves behind in boardrooms and break rooms alike?
I hope readers pause and ask themselves: “Am I managing people, or am I growing them?” If this book helps even a handful of managers shift from fear to faith—from directing to developing—I’ll consider it a success. Because at the end of the day, leadership isn’t about you. It’s about what you unlock in others.
As our conversation with Alex Cummins draws to a close, one thing becomes clear: The Leadership Route isn’t just a management manual—it’s a mindset shift. In an era where talent is mobile, technology is accelerating, and meaning is paramount, Alex’s message is a timely reminder that the most impactful leaders are those who choose to believe in people first. Whether you manage a team of ten or ten thousand, this book offers a refreshing compass for those brave enough to lead with empathy, trust, and optimism. After all, in Alex’s words, “You only live once, but your legacy can live forever.”
