Tolerance for ambiguity: A leadership strength that systems leaders need

A day at the sustainability dialogue of Mercedes-Benz – and why it became clear there how much modern leadership has to do with ambiguity.
Among shiny bodies, rethought materials, and ambitious sustainability goals, this day was not only about the future of mobility – but also about the future of leadership.

At this year's sustainability dialogue of Mercedes-Benz, executives from the company met with representatives from science, business, and society: from the Hans Böckler Foundation to the University of Konstanz to Deutsche Bahn and Deutsche Bank.

Lecture on "Tolerance for Ambiguity as a Leadership Strength"

After a look at the latest Mercedes models, where sustainability goes far beyond CO₂ emissions, I was allowed to present my lecture "Tolerance for Ambiguity as a Leadership Strength – Navigating in the Ambiguity of the Future" to bring the topic down to the human level: What does it mean for leadership when decisions increasingly rely not on clear data, but on contradictory realities?
Ambiguity is not the same as ambiguity.

One of the most surprising insights of the day was: Tolerance for ambiguity has many faces. Often it is understood as the ability to tolerate uncertainty – but it goes far beyond that.
There are forms of ambiguity that can only be recognized at a second glance: patterns of influence, for example, that are ubiquitous in everyday leadership.

An Example from Leadership or Business Life

An example that made many in the room smile: An executive struggles for months for a budget to enable an important training seminar for their team. Finally, it is time – the employees go, come back... and are still disappointed.
The goal was right, the intention good – and yet there remains the feeling that the effort did not have the hoped-for effect.
Such contradictions are typical of complex systems. Tolerance for ambiguity means here to remain operational despite this, instead of getting lost in futility.

The Good News: Tolerance for Ambiguity is Trainable

What surprised many participants: Tolerance for ambiguity is not a fixed personality trait – it is developable. It arises where self-leadership, attitude, and resilience come together.
The training begins with one's own perception:
• How do I react to ambiguity?
• Where do I feel internal pressure to decide too quickly?
• How do I endure tension without falling into activism or withdrawal?
Tolerance for ambiguity can be cultivated – through conscious reflection, through perspective changes, and through the courage to leave processes open. Those who strengthen this ability expand their scope of action – especially in a world that is no longer developing linearly.

From Lone Warrior to Systems Leader

In my lecture, I present a model that elevates tolerance for ambiguity to a new level: the concept of systems leadership. This originally comes from the NGO context – for example, in dealing with global challenges such as climate change or the Ebola pandemic. Where not a single organization or leader can solve the problem alone, it requires people who build networks, shape dialogues, and share power.
This way of thinking has now also arrived in companies. Systems leaders move not only within their organization but between systems – they understand leadership as a collective process in which cooperation emerges beyond hierarchies.

Developing the Mindset of a Systems Leader

The mindset of such leaders is clearly outlined:
• Stay open: no hasty answers, allow genuine learning.
• Curate new conversations: bring the right actors together.
• Promote shared power: practice servant leadership – balance between authority and new voices.
• Innovation through co-creation: joint solution development instead of silo thinking.
• Show passion: emotional connection with mission and network.
• Live commitment: persist despite complexity and long timescales.
• Develop one's own abilities: reflection and continuous learning.
Systems leadership means: leadership is no longer a solo run, but a resonant space. Success arises where leaders are willing to share control, connect responsibilities, and understand diversity as a strength.

The Discussion: Between Rationality and Trust

In the discussion panel that followed my lecture at the sustainability dialogue of Mercedes-Benz, it was clear how ambivalent the topic appears:
Leaders know that they must allow more trust and self-organization – and yet the fear of losing control is palpable.

One participant articulated it aptly: "We have grown up with the demand to have everything under control. Today, we must learn that influence often arises where we do not control."
This insight led to reflection but also a noticeable spirit of optimism. For tolerance for ambiguity does not mean to let everything run its course.
It means holding the framework, even when the path is constantly changing.
It requires leaders who embody both orientation and openness – an attitude that becomes the true strength of leadership in times of multiple crises.

My Conclusion from the Sustainability Dialogue

The day at Mercedes-Benz showed: Sustainability, transformation, and leadership are not separate worlds. They follow the same principles – complexity, networking, ambiguity. In the future, leadership will consist less in providing answers but rather in asking good questions, tolerating tensions, and collaboratively developing viable solutions.
Tolerance for ambiguity is not a passing fad. It is the key competence for leadership in the digital and sustainable age – and it can be learned, trained, and passed on. Those who master it will not only survive the future but shape it.