What Yoga Taught Me about Leading from Within

Yoga came into my life when I felt lost and overwhelmed at work, and at home. I didn’t initially show up to yoga for the poses and a powerful workout. I came for how held, seen, and safe I felt. Over time, I found something even deeper: a sense of groundedness, strength, and embodied confidence I didn’t know I had. Yoga became my quiet revolution — a space where I didn’t have to be perfect, just present. It’s where my Christian values of compassion, humility, and wholeness meet the yogic principles of presence, kindness, and inner strength. Teaching it has been a profound honour. Every time I step into that space, I’m reminded: this practice isn’t about performing, it’s about being and becoming — calmly, compassionately, powerfully.

What I’ve come to realise is this: the inner transformation that yoga sparked in me is not just personal — it’s profoundly professional. Especially for high performers, leaders, and those who hold influence over others. Research demonstrates that yoga principles and embodied practices reduce stress, improve emotional intelligence and ethical decision making in leaders, managers and executives (Lenka & Behura, 2023; Adhia, Nagendra & Mahadevan, 2010;  Pragadeeswaran, 2012).

In workplaces dominated by urgency, visibility, and perfectionism, we risk becoming disembodied — cut off from the inner steadiness, clarity, and relational depth that leadership truly demands. But the core principles of yoga offer something radically different: a way back to ourselves, and forward into more conscious, compassionate leadership.

Embodied Leadership: Presence Over Performance

Yoga teaches presence. Not just in your breath, but in how you listen, make decisions, and show up for others. High performers are often praised for their output, but real influence begins in presence and wise self-leadership first. When a leader is grounded, emotionally regulated, and attuned to their body and values, it changes the entire tone of a team. This presence isn’t performative, it is relational. It invites trust.

The Yamas and Niyamas: An Ethical Framework for Leadership

The yogic principles (like Ahimsa — non-violence, Satya — truthfulness, and Svadhyaya — self-study) provide a moral compass that aligns beautifully with values-driven leadership. They offer a reminder that power can be exercised with humility, and that clarity comes not just from data, but from discernment.

What would change if more leaders led from Ahimsa—a commitment to do no harm, to others or themselves? If Svadhyaya (the willingness to reflect) were part of every strategic decision? These principles are not abstract; they are deeply actionable.

From Burnout to Sustainability

Many of the people I work with are brilliant, visionary, and exhausted. They are holding up teams, families, institutions — but at great personal cost. Yoga offers a counter-narrative to the burnout story. Through embodied practices, nervous system regulation, and compassionate discipline, this teaches that you don’t have to break yourself to lead well. You can slow down, trust and still be effective. You can breathe, and still be brilliant.

A Culture Shaped by Stillness and Strength

Imagine workplaces where stillness isn’t seen as laziness, but as wisdom. Where embodiment is encouraged and not suppressed. Where emotional presence is a leadership asset, not a liability. This is the culture I believe we can create —through mindful breath, through presence in our bodies, deep connection with our people and purpose, as well as intentional, ethical and brave decision making.

References Adhia, H., Nagendra, H. R., & Mahadevan, B. (2010). Impact of adoption of yoga way of life on the emotional intelligence of managers. IIMB Management Review, 22(1-2), 32-41.

Lenka, P., & Behura, A. K. (2023). Yoga Philosophy and Martial Arts for Leaders to Resolve Workplace Stress. Idō Movement for Culture, 23(4).

Pragadeeswaran, S. (2012). Yoga practice enhances ethics in organizational decision by developing spiritual intelligence. OIDA International Journal of Sustainable Development, 5(05), 61-72.