Emburse CEO Marne Martin shares research-backed insights on empowering leadership, psychological safety, continuous learning, and career growth.
Marne Martin is CEO of Emburse, a global leader in AI-powered travel and expense management. She brings over 25 years of experience in technology and business leadership and has an illustrious track record working with public and private software companies, driving exponential profitable growth, market expansion, and increased brand and analyst recognition. Her experience includes leading organizations through initial public offerings, going private and other growth initiatives, M&A, and strategic exits. Marne joined Emburse from IFS, where she spent more than five years on its leadership team, culminating in her role as Chief Strategy Officer and President. Prior to IFS, Marne held a variety of executive leadership roles, including CEO of ServicePower PLC and CFO of Norcon PLC. Marne holds a bachelor’s degree in Economics and International Finance from Georgetown University School of Foreign Service with a year’s study at the London School of Economics, an MBA from Krannert School of Business, Purdue University, and a Master's in International Management from ESCP-EAP.
Drawing from more than 25 years of executive leadership experience, Marne shares her perspectives on creating workplaces where people can grow, developing leadership before earning a formal title, and building a successful career in today's rapidly changing world.
From your experience, what makes a workplace an environment where people can truly grow and succeed?
“People grow when they have the opportunity to stretch beyond what they think they're capable of. The most impactful leaders I’ve worked with throughout my career didn't give me all the answers; instead, they challenged me, trusted me to figure things out, and supported me along the way. The best workplaces I've seen create that same environment. They set a clear direction, encourage people to bring forward bold and interesting ideas, and give teams the confidence to make decisions and learn from the outcomes. Growth doesn't come from staying comfortable. It comes from being challenged, supported, and knowing your work contributes to something meaningful. Organizations are ultimately built by people. When individuals feel trusted, empowered, and connected to a shared purpose, they not only perform at a higher level, they continue to grow as leaders themselves.”
What helps individuals grow into leadership roles, even before they have a formal leadership title?
“Some of the strongest leaders I've worked with never waited for permission to lead. They stepped forward when something needed to be solved, brought others together around a common goal, and looked beyond their own responsibilities to help the broader organization succeed. Titles often follow leadership; they don't create it. Leadership is demonstrated through ownership, resilience, sound judgment, and the ability to earn trust. The people who consistently grow into larger opportunities that stretch their potential are usually the ones who remain curious, embrace change, and focus on creating value wherever they are. In today's environment especially, leadership isn't about having all the answers. It's about helping others navigate uncertainty, adapt, and move forward together.”
If you could share one insight with individuals hoping to grow, lead, and succeed, what would it be?
“Don't wait until you feel completely ready. Looking back on my career, the opportunities that had the greatest impact on my growth were often the ones that pushed me outside my comfort zone. They required me to learn quickly, adapt, and trust that I could figure things out along the way. The pace of change in business and technology continues to accelerate, which means continuous learning has become one of the most important leadership skills. The people who thrive are the ones who stay curious, remain adaptable, and are willing to take on challenges that help them grow. Focus on building capabilities, not just titles. Invest in relationships, stay open to new perspectives, and be willing to take calculated risks. Growth rarely follows a straight line, but every experience can help prepare you for what's next.”
Marne Martin's leadership philosophy highlights several principles that help individuals and organizations grow, lead, and succeed. Her insights closely align with established leadership and organizational research, demonstrating how empowering leadership, psychological safety, proactive behavior, and continuous learning contribute to stronger workplace performance and leadership development. Together, these research-based perspectives reinforce the importance of creating environments where individuals are trusted, supported, and encouraged to reach their full potential.
To begin, Marne shared that the most impactful leaders she has worked with throughout her career did not give her all the answers. Instead, they challenged her, trusted her to figure things out, and supported her along the way. Her experience reflects the concept of empowering leadership. Research suggests that leaders who delegate authority, encourage participation, and support employee autonomy foster greater motivation, creativity, and performance (Arnold et al., 2000; Zhang & Bartol, 2010).
Furthermore, Marne emphasized that people grow when they are challenged beyond their comfort zones and understand that their work contributes to something meaningful. Her perspective also aligns with the concept of psychological safety. Frazier et al. (2017) found that supportive leadership behaviors foster psychological safety, which encourages learning, engagement, and stronger individual and team performance.
Moreover, Marne shared, “When individuals feel trusted, empowered, and connected to a shared purpose, they not only perform at a higher level, but they also continue to grow as leaders themselves.” This perspective closely aligns with Edmondson's (1999) research on psychological safety. Edmondson found that employees are more likely to ask questions, admit mistakes, seek feedback, and share ideas when they feel psychologically safe. These behaviors contribute to greater team learning and continuous improvement.
Marne explained that individuals grow into leadership roles through their actions rather than by relying on a position or title. She emphasized that leadership begins with taking initiative, solving problems, earning trust, and helping others, even before receiving formal authority. Her insights align with research on proactive behavior, which emphasizes taking initiative, anticipating challenges, and creating positive change rather than waiting for direction (Grant & Ashford, 2008). This perspective is further supported by Seibert et al. (2001), who found that proactive individuals are more likely to achieve career success by seeking opportunities, building networks, and taking initiative.
Finally, Marne's advice to embrace challenges, continue learning, and build capabilities aligns with Self-Determination Theory (Deci & Ryan, 2000), which suggests that individuals are more motivated to grow and thrive when their needs for autonomy, competence, and relatedness are supported. Research indicates that opportunities to develop competence through meaningful challenges not only strengthen intrinsic motivation but also encourage continuous learning and long-term personal and professional growth.
Together, these research findings reinforce Marne's message that leadership is not defined by a title, but by the choices individuals make every day. Empowering others, fostering psychological safety, taking proactive initiative, and embracing continuous learning all contribute to personal growth, stronger leadership, and healthier organizations. By building capabilities, cultivating meaningful relationships, and remaining adaptable in the face of change, individuals can create lasting value while preparing themselves for future leadership opportunities.
Arnold, J. A., Arad, S., Rhoades, J. A., & Drasgow, F. (2000). The empowering leadership questionnaire: The construction and validation of a new scale for measuring leader behaviors. Journal of Organizational Behavior, 21(3), 249–269. https://doi.org/10.1002/(SICI)1099-1379(200005)21:3%3c249::AID-JOB10%3e3.0.CO;2-%23 View Arnold, J. A., Arad, S., Rhoades, J. A., & Drasgow, F.'s The empowering leadership questionnaire
Deci, E. L., & Ryan, R. M. (2000). The "what" and "why" of goal pursuits: Human needs and the self-determination of behavior. Psychological Inquiry, 11(4), 227–268. https://doi.org/10.1207/S15327965PLI1104_01 View Deci, E. L., & Ryan, R. M.'s The "what" and "why" of goal pursuits
Grant, A. M., & Ashford, S. J. (2008). The dynamics of proactivity at work. Research in Organizational Behavior, 28, 3–34. https://doi.org/10.1016/j.riob.2008.04.002 View Grant, A. M., & Ashford, S. J.'s The dynamics of proactivity at work
Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350–383. https://doi.org/10.2307/2666999 View Edmondson, A.'s Psychological safety and learning behavior in work teams
Frazier, M. L., Fainshmidt, S., Klinger, R. L., Pezeshkan, A., & Vracheva, V. (2017). Psychological safety: A meta-analytic review and extension. Personnel Psychology, 70(1), 113–165. https://doi.org/10.1111/peps.12183 View Frazier, M. L., Fainshmidt, S., Klinger, R. L., Pezeshkan, A., & Vracheva, V.'s Psychological safety
Seibert, S. E., Kraimer, M. L., & Crant, J. M. (2001). What do proactive people do? A longitudinal model linking proactive personality and career success. Personnel Psychology, 54(4), 845–874. https://doi.org/10.1111/j.1744-6570.2001.tb00234.x View Seibert, S. E., Kraimer, M. L., & Crant, J. M.'s What do proactive people do? A longitudinal model linking proactive personality and career success
Zhang, X., & Bartol, K. M. (2010). Linking empowering leadership and employee creativity: The influence of psychological empowerment, intrinsic motivation, and creative process engagement. Academy of Management Journal, 53(1), 107–128. https://doi.org/10.5465/AMJ.2010.48037118 View Zhang, X., & Bartol, K. M.'s Linking empowering leadership and employee creativity:
