Leadership Innovators

Tag: futureleaders

  • Redefining Leadership: The Rise of Values-Based Leadership in Today’s World

    Redefining Leadership: The Rise of Values-Based Leadership in Today’s World

    “Strive not to be a success, but rather to be of value.” – Albert Einstein

    When we consider the change and disruption in the world right now, the type of leader required is one of humility, compassion, and empathy. Leaders must support their people as individuals and empower them to be leaders in their own right through human connection. Effective leaders uphold company values and act with respect, integrity, and transparency, ensuring their leadership fosters trust and inspiration.

    From an ethical and moral perspective, there is now a widespread demand for value-based leadership. Leaders are expected to embody the principles they preach, creating organisations rooted in fairness, accountability, and moral responsibility. While this is easier said than done in a world filled with competing agendas and conflicting objectives, the most successful leaders today demonstrate the soft skills necessary to connect, support, and lead with compassion. These are the leaders for good.

    The Importance of Values-Based Leadership

    Having a clearly defined set of values that leaders and employees can rally behind is crucial for long-term organisational success. Many companies articulate values, but only the truly exceptional ones have leaders who role model and embed these values into the company culture. Leadership should be authentic and values-driven, as this fosters credibility and trust among employees.

    Leadership styles will always be a topic of debate, but the starting point should be an alignment between leadership and organisational values. The world is evolving, and so must leadership. The pandemic era has redefined workplace expectations, making it essential for leaders to adapt to this new normal but change is happening all around us with the onset of artificial intelligence and technological advances. The transition is not just about operational changes and adapting to AI but about how leaders engage with their teams on a human level.

    Apple’s Leadership Evolution

    Apple provides a compelling case study of leadership transformation and values-based leadership. Under Steve Jobs, Apple’s leadership was visionary, innovation-driven, and relentless in pursuit of excellence. Jobs’ approach, while often demanding, focused on pushing the boundaries of creativity and product development. His leadership was built on inspiring employees to think differently and revolutionise technology.

    Under Tim Cook, Apple’s leadership style evolved to incorporate a more inclusive and collaborative approach. Cook has placed significant emphasis on ethical leadership, sustainability, and corporate responsibility. Apple has invested heavily in environmental initiatives, diversity and inclusion, and corporate social responsibility, reinforcing its commitment to values beyond just product innovation. While Apple remains a profit-driven enterprise, its leadership shift under Cook exemplifies how modern leadership integrates financial success with ethical and sustainable business practices.

    Leadership in Sports: The Role of Values in High-Performance Teams

    In the world of sports, values-based leadership is also a defining factor in success. A prime example is Pep Guardiola, the highly successful football manager known for his leadership at FC Barcelona, Bayern Munich, and Manchester City. Guardiola emphasises team cohesion, discipline, and respect. His leadership philosophy focuses not only on winning but also on fostering a positive team culture, accountability, and mutual respect.

    Guardiola’s leadership is rooted in emotional intelligence, strategic innovation, and player development. He treats players as individuals, understanding their strengths and weaknesses, and motivates them through encouragement rather than fear. This values-driven approach has led to sustained success across multiple leagues and serves as a model for business leaders seeking to cultivate high-performing teams.

    Ethics vs. Profit: The Leadership Dilemma

    While companies like Apple have made strides in ethical leadership, challenges remain in balancing corporate responsibility with shareholder expectations. When large corporations exploit tax loopholes or engage in questionable labour practices, they undermine trust and ethical leadership principles. The fundamental tension between profit maximisation and ethical responsibility continues to shape leadership decisions globally.

    This dilemma mirrors the long-standing debate in performance management: balancing ‘What’ goals (results) with ‘How’ behaviors (values). Many organisations have attempted to integrate ethical leadership into performance evaluations, but execution often falls short. True leadership success lies in ensuring that the ‘How’ behaviors—integrity, transparency, and empathy—are weighted as heavily as business results.

    The Return to Human-Centered Leadership

    The concept of values-based leadership is not new. Ancient Greek philosophers emphasised ethical leadership, and Confucius promoted empathy and understanding as core leadership principles. However, in today’s fast-paced, results-driven world, the return to human-centered leadership is more crucial than ever.

    So, the pressing question remains: Do your people know and understand your company’s values? Do they live and breathe them? Can you see the opportunity to redefine your organisation’s leadership model to align with ethical values? Will empathy and compassion be valued as essential leadership traits?

    The Business Impact of Values-Based Leadership

    Employee engagement is directly influenced by leadership credibility, inspiration, and support. A study by McKinsey & Co found that 89% of employees reported higher satisfaction levels when working under leaders who were inspirational, supportive, and focused on development (Global Survey: War on Talent). Organisations that prioritise values-based leadership experience higher employee retention, greater innovation, and stronger customer loyalty.

    The Future of Leadership: A Call to Action

    In an era where individuals, leaders, and organisations can do more to support their colleagues, employees, and communities, the time for compassionate and ethical leadership is now. The world is calling for leaders who act with integrity, lead with empathy, and inspire trust. The future of leadership is not just about achieving business success but about shaping a world where leadership is synonymous with ethical responsibility and human connection.

    Do you agree?

  • Redefining Leadership: Unlocking the Power of Leadership Development

    $166 Billion – spent on Leadership Development each year in the US alone – Forbes 

    70% – variance in employee engagement caused by managers – Gallup 

    1 in 2 – employees who have left their job to get away from their manager – Gallup 

    86% – of companies do not feel like they have a strong leadership bench – Global Leadership Forecast

    Why Leadership Matters

    With $166 billion spent annually on leadership development in the US alone, a key question arises: what is the return on this investment, and how is it measured? If companies are allocating such vast resources to leadership development, the implicit assumption is that leadership has a substantial impact on business success.

    But how exactly does strong leadership influence an organisation’s bottom line? The answer lies in the impact of effective leadership on profitability, employee engagement, innovation, and long-term business resilience.

    Organisations that strategically invest in leadership development can expect tangible benefits:

    • Enhanced profitability: Well-trained leaders drive business results by setting clear strategic goals, fostering innovation, and improving operational efficiency.
    • Improved employee engagement: A leader’s ability to inspire and empower employees is a critical factor in retention and performance.
    • Resilience in the face of change: As businesses adapt to post-pandemic realities, leaders must navigate uncertainty with agility and confidence.
    • A culture of continuous learning: Organisations that develop ‘learning cultures’ see increased innovation, risk-taking, and long-term growth. Research by Carol Dweck and Senn Delaney found that such cultures create greater trust and commitment to the company’s future.

    Google’s Project Oxygen

    Google’s data-driven approach to leadership development underscores the value of strong leadership. Through Project Oxygen, Google analysed what makes an effective manager and used those insights to reshape leadership training. The study identified key traits of high-performing leaders, such as coaching ability, empowerment, and communication skills. As a result, teams led by trained managers showed significant improvements in engagement, performance, and retention.

    Manchester United & Sir Alex Ferguson

    In the world of sports, Sir Alex Ferguson’s leadership at Manchester United serves as an exemplary model. Ferguson transformed the club into a global powerhouse by developing young talent, fostering a culture of discipline, and emphasising long-term vision over short-term success. His ability to adapt, motivate, and create a winning mindset within his team ensured sustained success over decades.

    Developing the Right Leadership Development Strategy

    A well-thought-out leadership development strategy must align with business objectives. Many organisations fall into the trap of reacting to external pressures, hastily implementing leadership programs without clear goals or alignment to strategy. Instead, businesses should:

    1. Define leadership expectations: Clearly articulate what good leadership looks like within the organisation.
    2. Foster inclusivity: Involve key leadership influencers and change champions across the organisation.
    3. Use data-driven decision-making: Leverage insights from employee feedback, business performance metrics, and leadership assessments.
    4. Balance scientific analysis with intuition: While data provides critical insights, understanding cultural and organisational nuances is equally essential.
    5. Clarify values, behaviors, and competencies: Avoid confusion by clearly distinguishing these elements to set proper expectations for leadership.

    The Leadership Imperative

    Whether an organisation has had success in leadership development or is just beginning the journey, it is crucial to periodically assess its direction. Instead of overhauling the entire leadership strategy, minor adjustments may be all that’s required to align with the evolving business landscape.

    “The single biggest way to impact an organization is to focus on leadership development. There is almost no limit to the potential of an organisation that recruits good people, raises them up as leaders, and continually develops them.” – John Maxwell

    As businesses navigate an era of rapid change, the question remains: What kind of leadership will drive organisations forward? How can companies cultivate the leaders the world now wants to see?

    The challenge is not just to train leaders but to redefine leadership itself—making it more inclusive, adaptive, and visionary. Only then can organisations truly maximise their investment and create lasting impact.

  • Redefining Leadership: How Should Organisations Develop Leaders?

    Redefining Leadership: How Should Organisations Develop Leaders?

    “Leaders create culture. Culture drives behaviour. Behaviour produces results.”
    – Edgar Schein

    In today’s fast-changing world, where disruption and uncertainty are the norm, organisations face the challenge of maintaining or enhancing employee engagement. The impact of the pandemic, digital transformation, and evolving work models have only amplified this need. At the heart of this challenge lies one crucial factor—leadership.

    Who Creates Organisational Culture?

    Leaders shape culture. They set the tone, influence behaviours, and drive employee engagement. However, if leaders are not equipped with the right mindset, skills, and understanding of leadership, they risk making critical mistakes. Without proper guidance, they may default to leadership styles influenced by their own past experiences—whether good or bad.

    When leadership development is inadequate, leaders may resort to:

    • Micromanagement—stifling creativity and autonomy.
    • Coercion—misusing power to enforce compliance.
    • Organisational conditioning—reinforcing outdated or dysfunctional norms.

    The result? A disengaged workforce, poor decision-making, and ultimately, diminished business performance.

    The Cost of Poor Leadership

    A 2019 ADP study involving over 10,000 professionals revealed that 23% of employees cited poor management as a drain on productivity. Additionally, Gallup research shows that 1 in 2 employees leave their jobs due to their manager. These statistics highlight the direct correlation between leadership effectiveness and employee retention.

    Furthermore, research from the Global Leadership Forecast found that only 14% of companies feel they have a strong leadership pipeline. Many organisations are unprepared for the challenges posed by digital transformation and disruption, requiring leaders to adapt rapidly.

    To address this, three critical cultural shifts are needed:

    1. Data-driven decision-making—leaders must rely on analytics, not just intuition.
    2. Diverse perspectives—integrating multiple viewpoints fosters innovation.
    3. Embracing failure—leaders must encourage experimentation to drive progress.

    Yet, many organisations take a “do-it-yourself” approach to leadership development, offering training but failing to provide personalised, immersive experiences. Leaders need more than just learning modules—they require mentorship, real-world exposure, and ongoing development.

    Case Study: Unilever’s Purpose-Driven Leadership

    Unilever, one of the UK’s most recognisable multinational companies, has embedded purpose-driven leadership at its core. Under the leadership of former CEO Paul Polman, the company transformed its leadership philosophy to focus on:

    • Sustainability as a leadership principle—aligning business success with environmental and social impact.
    • Empowering leaders at all levels—giving managers autonomy to drive change.
    • A growth mindset—encouraging leaders to embrace continuous learning.

    Unilever’s Leadership Development Programme includes immersive experiences where leaders tackle real-world challenges, learn from external mentors, and engage in purpose-driven decision-making. This investment in leadership has resulted in high employee engagement, stronger financial performance, and a positive corporate reputation.

    The case of Unilever highlights how defining a clear leadership philosophy and embedding it within the organisation leads to long-term success.

    Rethinking Leadership Development

    Developing leaders is not about offering one-size-fits-all training programmes. It’s about building a responsive leadership development —a framework that:

    • Defines what good leadership looks like within your organisation.
    • Embeds leadership principles into daily operations.
    • Provides leaders with structured, responsive development opportunities.

    Organisations must also prioritise emotional intelligence (EQ) in leadership. Research shows that leaders who demonstrate empathy, trust, and psychological safety significantly boost employee engagement.

    Case Study: Airbnb’s Focus on Trust-Based Leadership

    During the pandemic, Airbnb’s leadership, led by CEO Brian Chesky, prioritised transparency and trust. When faced with mass redundancies, the company took an empathetic approach:

    • Employees received severance, extended healthcare, and job placement support.
    • Leaders communicated openly about challenges and decisions.
    • The organisation maintained its values, ensuring a strong cultural foundation.

    As a result, Airbnb not only survived the crisis but emerged stronger, with employees and customers deeply loyal to its mission.

    Is Your Leadership Strategy Effective?

    If your organisation struggles with disengagement, resistance to change, or outdated leadership behaviours, it’s time to redefine leadership. Ask yourself:
    ✔ Have we clearly defined what great leadership looks like?
    ✔ Are we providing leaders with ongoing and personalised development?
    ✔ Do our leaders balance human connection with performance expectations?

    Organisations who want to navigate the constant change and ambiguity require strong leadership to navigate disruption. Defining leadership, embedding its principles, and offering responsive development is key to long-term success.

    The Future of Leadership Development

    To truly redefine success, organisations must invest in leadership as a continuous journey, not a one-time event. By shaping leadership at every level, businesses can create cultures that adapt, innovate, and thrive.

    Redefine leadership. Redefine success. Shape the future.

  • Redefining Leadership for a New Era

    Redefining Leadership for a New Era

    There has never been a more critical time to develop leaders who can navigate the demands of uncertainty, change, and ambiguity that define the modern workplace. Leadership is more than just a title; it is a responsibility to drive organisations forward with vision, integrity, and adaptability. Organisations have a moral obligation to cultivate leaders who embody these principles and meet the evolving needs of employees, stakeholders, and society at large.

    Authentic Leadership: Acting with Integrity

    Throughout history, leadership has often been associated with hierarchical structures and power dynamics. However, in the past 50 years, leadership theories have evolved significantly, shifting towards people-centric models that emphasise authenticity, emotional intelligence, and servant leadership. Authentic leaders—those who act with integrity, transparency, and a commitment to their teams—are now more essential than ever.

    Consider the case of Satya Nadella, CEO of Microsoft, who transformed the company’s culture by fostering empathy, continuous learning, and innovation. Under his leadership, Microsoft moved away from a rigid, bureaucratic structure to one that embraces collaboration and agility. His approach has not only revitalised Microsoft’s workforce but has also positioned the company as a leader in cloud computing and artificial intelligence.

    The Changing Landscape of Leadership

    The world is evolving at an unprecedented pace. The COVID-19 pandemic disrupted traditional business models, forcing leaders to adapt rapidly. What once guaranteed success is no longer sufficient. Leaders now face continuous disruption driven by:

    • Technological advancements (AI, automation, digital transformation)
    • Changing employee expectations (flexible work, purpose-driven culture, work-life balance)
    • The lasting effects of the pandemic (hybrid work models, economic shifts, mental health challenges)

    Organisations must take a step back and rethink their leadership frameworks. Leaders must be equipped not only to drive business outcomes but also to shape workplace culture and inspire their teams through uncertain times. Leadership is now deeply intertwined with employee engagement, organizational culture, and long-term profitability.

    Building Leadership for the Future

    “Ensuring leadership is defined and the right leadership framework is in place has never been more important as we prepare for the future.”

    Before developing leaders, organisations must consider seven critical factors that enhance leadership effectiveness, especially in times of uncertainty:

    1. What type of leadership is best? – Transformational, servant, adaptive, or another model?
    2. How should leaders lead? – Through empathy, collaboration, or innovation?
    3. How do you develop a leader’s mindset? – Growth mindset, resilience, and self-awareness.
    4. How do you build a leadership culture? – Embedding leadership values into every level of the organization.
    5. The mindset of an organisation – Moving from fixed to growth-oriented structures or is it more than that?
    6. Horizontal & vertical leadership development – Balancing technical expertise with emotional intelligence.
    7. Understanding the challenges organisations face – Identifying and addressing systemic barriers to leadership success.

    Leadership in Crisis: Lessons from Success and Failure

    Organisations that thrived during the pandemic did so because of strong, adaptable leadership. For instance, Zoom, a relatively niche video conferencing company pre-pandemic, saw exponential growth due to its ability to scale rapidly while maintaining a customer-centric approach. CEO Eric Yuan led with transparency, prioritiding security upgrades and customer feedback to sustain trust.

    Conversely, organisations that failed to adapt faced significant challenges. The reluctance of traditional retail giants like JCPenney to embrace e-commerce led to their decline, illustrating the dangers of leadership inertia.

    The Future of Leadership: A Paradigm Shift

    Leadership is no longer just about why we lead but also what, how, where, and for whom. The shift to remote and hybrid work models requires new strategies for communication, engagement, and performance management. Leaders must develop new competencies, such as:

    • Remote leadership skills – Managing distributed teams effectively.
    • Data-driven decision-making – Leveraging analytics for strategic insights.
    • Emotional intelligence – Supporting mental well-being and fostering inclusion.

    Looking Ahead: A Leadership Redefinition Series

    Over the coming weeks, I will share a series of short articles that explore how we can redefine leadership to thrive in this new era. Topics will include:

    • The role of emotional intelligence in leadership
    • Strategies for fostering a resilient workplace culture
    • The impact of digital transformation on leadership
    • The future of leadership development programs

    In closing, remember:

    “People who believe they can succeed see opportunities where others see threats.” ― Marshall Goldsmith

    As we redefine leadership, let us embrace the challenges ahead with courage, adaptability, and a commitment to continuous growth.

  • Embracing Future-Ready Leadership Development

    Embracing Future-Ready Leadership Development

    The future is evolving at an unprecedented pace, and while we can make predictions, the reality is that adaptability and innovation will be key to success. Some forecasts are conservative, such as the continued development of self-driving cars, while others are more visionary, like Jeff Bezos’ belief that humanity will one day live in space, making Earth a holiday destination. Regardless of these predictions, one certainty remains: organisations will continue investing billions in leadership development. Given the vast sums spent to date, one might assume we have perfected the process—but as we know, learning, capability-building, and leadership development are continuous journeys.

    The Digital Era of Leadership Development

    A prevailing trend suggests that digital technology is the ultimate solution for leadership development. Organisations believe that by implementing cutting-edge learning management systems (LMS) and AI-driven learning platforms, they have effectively addressed leadership growth. Employees now have access to extensive content libraries, AI-curated recommendations, and self-paced learning tools, creating an illusion of a ‘ticked box’ for leadership development.

    However, while technology provides remarkable opportunities for self-driven learning, it is not a standalone solution. Leadership development is not simply about access to knowledge; it requires engagement, real-world application, and continuous interaction. The belief that AI-powered platforms can fully replace traditional learning approaches underestimates the complexity of leadership growth.

    In the 2024 State of Leadership Development Report by Harvard Business Publishing, 70% of employees expressed dissatisfaction with leadership development programmes, citing a lack of personalisation, strategic alignment, and meaningful engagement. Millennials and Gen Z, in particular, seek innovative, practical, and relevant learning experiences that align with business strategy rather than generic, one-size-fits-all models.

    Different Approaches to Leadership Development

    Leadership development strategies vary widely across organisations. Below are four distinct models of leadership development, each with its strengths and limitations:

    1. The Reactive Leadership Development (LD) Organisation

    In this model, leadership development is driven by immediate business needs rather than a structured strategy. Learning and development (L&D) initiatives emerge as responses to skill gaps, often leading to fragmented and short-term solutions. While reactive leadership development can address urgent challenges, it lacks long-term vision and integration with broader business goals.

    2. The Static Model LD Organisation

    Organisations following the static model have established leadership competency frameworks and structured development plans. Leaders receive predefined learning pathways based on performance reviews, and development opportunities are easily accessible through LMS platforms. While this approach provides clarity and accessibility, it can become rigid, failing to adapt quickly to evolving leadership demands.

    3. The Digital Model LD Organisation

    This model prioritises technology-driven leadership development. AI-driven platforms, microlearning, and self-service digital solutions dominate the landscape. Organisations in this category believe that leadership development should be an on-demand, digital-first experience, often reducing in-person interactions. While digital tools enhance accessibility and scalability, they risk overlooking the critical human elements of leadership growth, such as mentorship, coaching, and experiential learning.

    4. The Responsive Model LD Organisation

    The most effective organisations in 2025 adopt a responsive leadership development model, aligning leadership strategies with business objectives and company culture. This approach integrates multiple learning methods, including self-directed digital learning, experiential training, peer learning, and executive coaching.

    Key features of responsive leadership development include:

    • Continuous Learning: Leadership development is embedded in daily work, with learning experiences integrated into real-world business challenges.
    • Blended Learning Approaches: Combining digital learning with interactive workshops, executive mentorship, and external industry insights.
    • Strategic Alignment: Leadership programmes align with organisational culture, values, and long-term goals.
    • Real-Time Adaptability: Regular updates based on evolving business needs and leadership trends.

    Case Study: Responsive Leadership in Action

    A prime example of a responsive leadership development approach is Microsoft’s Growth Mindset Culture Initiative. In the early 2020s, Microsoft recognised that its leadership development needed to evolve beyond static competency models. The company implemented a blended learning strategy that combined AI-driven recommendations with real-world business challenges, mentorship programmes, and experiential learning.

    • Microsoft integrated reverse mentoring, where junior employees coached senior leaders on emerging trends.
    • Leadership training was delivered through business simulations and interactive problem-solving scenariosrather than passive content consumption.
    • The company ensured real-time adaptability, adjusting leadership programmes based on employee feedback and business strategy shifts.

    As a result, Microsoft saw a 20% increase in leadership engagement scores and a 15% improvement in leadership pipeline strength, demonstrating the power of responsive leadership development.

    Looking Ahead: The Future of Leadership Development

    As we move further into 2025, the question remains: Where does your organisation stand in its leadership development journey? Are you still operating reactively, or have you embraced a responsive, future-proof model?

    The most successful organisations will recognise that leadership development is not a checkbox but a strategic imperative. By investing in adaptive, personalised, and strategically aligned leadership development, businesses can cultivate leaders who drive innovation, resilience, and long-term success.

    So, where does your organisation stand? Is your leadership development approach preparing your leaders for the future?

  • Evolving Leadership in the Age of AI

    Evolving Leadership in the Age of AI

    In describing leadership…

    Leadership is a set of mindsets and behaviours that aligns people in a collective direction, enables them to work together and accomplish shared goals, and helps them adjust to changing environments.

    How then has leadership evolved in this new age of being human?

    When we think about all the change in the world we have experienced in the last 20 years, and the advances in the fields of technology, AI and automation we are on the cusp of living in a new era: the AI Age, along with meeting the demands of future generations expectations in the workplace. But from a leadership perspective this will be the time for human centred leadership.

    And when we think of all the change that has happened and is happening round us has leadership evolved at the same pace? What is leadership now? Has it kept up with the advances in the world, the recent pandemic, the onset of AI and developed across global organisations? Are the same leadership qualities required?

    Eddie Obeng describes in the ‘World after Midnight’ at some point around 15-20 years ago there has been a reset point (Midnight) where the rate of human learning is no longer keeping up with technological change. So is leadership part of this or has leadership evolved in the last 20 years?

    When we go back in time to the industrial era we would have seen in general coercive command and control leadership which developed slowly over time to develop a boss worker relationship. This became more progressive with the advent of office working and the discovery of emotional intelligence. EQ brought a new wave of thinking about leadership. The situational leadership model described the way a leader should use different styles dependent upon the situation in simple terms along a spectrum from directive to coaching. Then the advent of the coaching revolution to empower people along with the use of psychometrics was the spark to develop a leaders self-awareness aligned to EQ. More recently in an excellent article by Korn Ferry called the Third Wave the shift has been moving to one of Agency, Authenticity and Agility. And there has been some amazing strategic and innovative leadership especially in the big tech companies like Apple, Amazon and Facebook to name a few but when we look at political leadership have we gone backwards in time? 

    Recently I read an article on Leadership in the Future where the writer was challenged on where they currently see leadership. The challenger’s point was “I’m not sure what industries you have been working in but I’m still seeing hierarchical, political, command and control leadership across the organisations I partner with.”  

    The Spectrum of Leadership

    I guess in some respects we could create a spectrum of leadership and then place organisations across the spectrum as to where their leadership is right now. But then in any business there will be pockets of leaders who inspire, empower and motivate when others use coercive control and power. In a recent Gallup study it is claimed that 50% of employees are not engaged and 25% are disengaged so this in itself provides possible evidence that Leadership is not keeping up with new generational demands of our current workforce. Although I do appreciate there are many factors that can lead to employee dissatisfaction but what we do know is that most people will become disengaged and leave their job due to their manager. I’m pretty sure that if you have an employee survey that each year there will be leadership actions and development that comes from the survey if your workforce feel they can freely speak their mind. Do they have psychological safety?

    In any medium to large organisation there will be an inertia and level of organisational conditioning which means there will be certain expectations of how to lead in the organisation. These expectations at times become so deeply embedded in the leaders subconscious so much so that no-one has actually made the rule people but believe there to be a rule they need to follow. No one challenges the rule and everyone continues to conform. Action or lack of action is then in direct proportion to conditioning. The senior leadership team role model either exemplary or dysfunctional behaviours which shape the company culture and the by product is the need to lead and manage in the same way to conform to acceptable standards. We are creatures of habit and comfort so rather than choosing to swim upstream most will conform and not challenge dysfunctional behaviours or the culture. 

    Leaders can at times treat their people like children instead of adults and although they know they should not do this if the rules of work state something different they can execute this against what would be their own personal beliefs. Power and conformity overcomes common sense. Organisational conditioning takes a hold when leaders are not willing to challenge the norm. At a higher level in some board rooms the Exec’s play out a power struggle and some may display more dysfunctional behaviour than the people they have working for them. Sometimes the badge of hierarchy dictates when it should listen. So has leadership progressed now we live in a digital world?

    Assessing your Organisations on the Leadership Spectrum

    If you were to rate your organisation on the spectrum of leadership where would it be…

    1.0 Leaders are in control and dictate (Hierarchical command and control Leadership).

    2.0 Leaders transact with their people (Transactional leadership – I give you something i.e. incentive and you give me something in return).

    3.0 Leaders inspire and create followers (Transformational leadership – people follow you because they are inspired and want to follow you).

    4.0 Leaders create leaders (Creational Leadership – Leaders give their people the confidence and autonomy to be the leader they are).

    5.0 Leaders empower their people to be the leader they choose to be (Autonomous Leadership – the starting point is people are leaders and have the freedom to lead with autonomy and ideas – it is better to seek forgiveness rather than permission is the set point).

    For the day and age that we live in the expectation would be we should be playing at the Transformational, Creational and Autonomous Leadership levels where employees are empowered and treated like leaders in their own right. If that is the case then your organisation is possibly keeping up with the rate of change in the world and will be ready to meet the expectations of the generations to come. Because generations in the future will be doing more sophisticated work as AI and automation takes over the manual processes their expectation set point will be to be treated as a leader and given freedom to express themselves. Work in the future is more likely to be episodic so one may move from one organisation to the next more frequently but one’s expectation will be to be treated as a leader not as an employee. Josh Bersin from Deloitte talked recently about how the employee and organisation relationship will completely change due to expectations of the generations to come and with impact like the recent pandemic completely changing the landscape. And HR faces an inflection point around becoming career and people focused as oppose to performance and company focused. But then I don’t want to move too far in to the future because this is about leadership now and understanding if it has evolved to keep up with the rate of change in the present.

    So what keeps leaders up at night? Lack of talent, the digital tech space, lack of critical skills, employees lack of digital experience, automation at work, the onset of AI and an aging workforce according to Mercer’s Global Talent Trends so we have to accept that leadership is far more complex than 20 years ago. Especially when leadership was probably face to face line management whereas in this day an age you are a leader as an individual contributor and when responsible for people remote leadership across the globe is now the expectation along with agile working practices. In Mercers trends 96% of executives are planning structural changes and unique human skills are most in demand i.e. innovation, digital competence, global mindset, data analysis, complex problem solving, change and inclusive leadership. We also now see a greater talent vacuum where desirable skills in specific niche areas are not readily available and organisations therefore embracing exponential learning to upskill, upgrade and provide development experiences to their employees.

    The requirements and expectations of a leader have definitely changed considerably in recent years, the landscape changed when we faced the burning platform that the pandemic created and now a new burning platform approaches with the onset of AI, but the question has to be ‘Are your leaders equipped and ready for the future? Are they capable? Do you have the right leadership support mechanisms in place to be able to support your leaders for now and in the future?’ 

    The future is changing everyday.

    So what are your thoughts on leadership now and has it evolved in the last 20 years?