This post is part three of a four-part series.

Most leaders aspire to build their visionary leadership capabilities. They want to expand their ability to inspire, chart innovative and strategic ways forward, and communicate their vision so that others want to follow.

While this is an essential part of leadership, what is often missing is that leaders must first build a foundation in well-being. When leaders care for themselves and cultivate their well-being, they have an abundance of energy to fully expand into this level of leadership. Unfortunately, leaders who don’t promote their well-being tend to be too depleted to lead at their best.

Results of my study interviewing CEOs reveal eight opposing themes of leadership behaviors that occur when leaders lead from a position of being highly vital as opposed to drained. Through a series of four posts, I’m exploring the opposing themes in depth and providing strategies for how leaders can demonstrate highly vital leadership behaviors.

Vitality is defined as positive aliveness; it is the inner resource that includes physical, psychological, emotional, and spiritual energy. It is on the opposite end of the spectrum of

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