The Devil Wears Prada (2006) gave us one of pop culture’s most iconic bosses: Miranda Priestly. Cold, unrelenting, impossible to please—and undeniably powerful. In an age where emotional intelligence, inclusivity, and psychological safety are essential to workplace culture, Miranda’s management style is… outdated, to say the least. But that doesn’t mean she got everything wrong.
Let’s break down what Miranda Priestly got wrong—and the surprising things she got right—from a modern leadership perspective.
Let’s not sugarcoat it—Miranda’s style is toxic. She micromanages when she should empower, weaponizes silence, and rules through fear. She offers no feedback, no encouragement, and no grace for mistakes. These are red flags for today’s HR leaders focused on engagement and retention.
Bottom line: Miranda’s environment wouldn't just demoralize talent—it would create churn, erode brand loyalty, and probably show up in Glassdoor reviews with one star.
Despite her delivery, Miranda operates with traits that high-performing leaders strive for—when executed with emotional intelligence.
Miranda knows what only she should be doing—and delegates the rest. She empowers Andy (eventually) with major responsibilities, trusting her to run point at high-stakes events, meetings, and travel.
Modern parallel: Leaders should focus on high-value decisions and entrust capable teams with execution. When you delegate effectively, you unlock scalability—and develop future leaders.
Miranda isn’t vague. She knows exactly what excellence looks like, and she’s unapologetic about protecting the brand standard. The problem isn’t that she expects a lot—it’s how she asks for it.
Modern parallel: Vision clarity is one of the strongest predictors of organizational alignment. Today’s employees want to know the “why” behind the work, and great leaders provide that purpose without apology.
Miranda doesn’t settle. That relentless pursuit of excellence pushes Andy to evolve, stretch, and unlock talents she didn’t know she had. In a different context—with empathy and support—this would be called transformational leadership.
Modern parallel: Top organizations win by expecting the best—and giving employees the tools to deliver it. High standards don’t have to come at the cost of humanity.
Miranda Priestly’s character serves as a cautionary tale—but also a reflection of what happens when performance is prioritized over people. The modern workplace demands a different kind of leader: one who blends vision with vulnerability, excellence with empathy.
Imagine Miranda’s standards, strategy, and delegation—with mentorship, feedback, and humanity added in. That’s not just a great boss—that’s someone people would follow anywhere.
It’s easy to write Miranda Priestly off as a villain. But in the high-pressure world of leadership, especially at the top, there’s something to learn from even the most intimidating personas. Her approach is flawed—but not entirely useless.
As we build healthier, smarter organizations, the goal isn’t to abandon high expectations—it’s to deliver them with clarity, compassion, and care.