Leadership Authority Science of Building Leaders 4 Masteries Science of Transforming Organisation

Grow. Build. Transform.

Hey there, thanks for stopping by. Leaderonomics.com is the content curator for our parent company, Leaderonomics. We’re a Malaysian-based Learning & Engagement organisation, and we’re happy to say we’ve branched out into a few other countries as well. Our mission is simple: Grow people into leaders, build Communities of love, and transform nations. Preferably, before lunchtime.

Alright, so maybe it’s not that simple.

Science of Building Leaders
Click on the Template Logo and journey through the stages of development of an individual based on the SOBL.

We couldn’t help but notice that great leaders both throughout history and in modern times have many things in common. If you were to lay out their whole lives chronologically next to each other, you’d notice many shared experiences across their early, adolescent and adult lives. And we mean a lot.

Sure, it could just be coincidental. But we don’t think so. You see, we found that when we tried to recreate these experiences with other people, more often than not, they would improve and respond positively. We were convinced we were on to something. Our research into these experiences eventually became our Science Of Building Leaders (SOBL) framework.

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Growing People Into Leaders

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Foundational Leadership




Emerging Leadership

First Time Employee

Seasoned Employee

Executing Leadership

First Level Managers

Middle Level Managers

Top Level Managers

You are young and require a secure base for comfort and from which to learn. Often, the role of a secure base is played by parents, but any source of support works.

Parents are your life support system. This dependence teaches you to trust them. With them as a secure base, you feel safe to explore the world.

Parents become your leaders and role models. You mimic their behaviours and adopt their beliefs. You begin developing a sense of awareness of yourself as a separate being.

During this time, your ability to lead will be tested. You will fail at some. You will succeed at some. Don’t worry though, what matters most are the lessons you learn.

You begin to consider your purpose in life based on what you know about yourself. Once you have a rough idea, you start developing competencies and skills that will help you achieve that purpose.

You are dropped into a foreign environment far from a secure base. Will your values and skills align with the organisation’s needs?

You would have had experiences as a leader in various capacities. You have a much clearer personal vision for yourself which drives most career choices.

Be it at home, in the community or at work, you now truly occupy the position of a leader. Your cumulative skills, competencies, and values are truly put to the test as you are responsible for others. When executed well, you eaves a legacy in the form of young leaders.

You are a role model to other employees. You are the bridge between them and upper management.

You oversee high-level organisational functions, evaluate and improve systems, help maintain clarity between top and first level management.

You are now responsible for an organisation. You develop goals, plans, policies, and make decisions on the direction of the business. You inspire everyone within the company.

So how do you quantify something as subjective as leadership?
Click on all four components to understand how.

Based on our SOBL, we distilled leadership into four areas or Masteries.
To truly build leaders, we need to develop all four.

Functional Mastery

Developing expertise and experience in a subject or function

Leadership Mastery

The ability to make the right decisions based on context.

Business Mastery

Business acumen and a working knowledge of the way an industry operates.

Personal Mastery

The ability to be self-aware and understand one’s goals and relevant growth areas.

Science of Transforming Organisation
Click on all four components to understand how.

After some time, we found that developing individuals alone was insufficient if their environment did not support and nurture this growth. What good could come of placing a bright, young and motivated employee in a company that encourages only obedience? No, to truly affect change, we had to have a plan of transformation for organisations as well. Our research led to the Science of Transforming Organisations (SOTO) framework.

These two frameworks work symbiotically; you need strong leaders to build up a strong organisation, and you need a strong organisation to build strong leaders.

  • Structure drives behaviour
  • Process/ structure does not support business model
  • Misalignment of processes versus culture
  • Belief in organisations
  • Experiences reinforce wrong beliefs
  • Beliefs changed by rituals
  • intentionally designed culture vs default country culture
  • Is there clarity of meaning and expectations
  • Are leaders aligned on vision, mission and key goals of the organisation?
  • Wrong business model
  • Bad strategy and execution
  • Inferior or obsolete products/services
  • Lack of future pipeline
  • Lack of technology and innovation
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Transforming The Nation

You will find that our content reflects these beliefs. We have categorised our offerings based on roles derived from the SOBL and SOTO frameworks. Through this, we hope to bring you content that is relevant to your specific leadership needs.

We have also categorised our content into articles, videos and podcasts. Some people prefer to read, while others prefer to watch or listen. Rest assured, no matter where you are in your leadership journey, or how you choose to consume content, you will find a wealth of information at your disposal here at Leaderonomics.com.



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