What companies expect of “leadership” is tied to concepts such as communication, values, trust, hierarchy, performance, reliability, orientation, freedom, flexibility, networking, clear direction, assertiveness…

The fact is that leadership itself has become highly complex. The “old” way of leading is no longer compatible with the people who work in companies today or will in the future. This process of change has been underway for several years and will become ever more noticeable over the next 10 to 15 years.

Numerous studies and surveys show that the challenges of leading people will lie, among other things, in employees’ changing expectations and behavior; in communication and the desire for open feedback; in transparent leadership behavior; in working with well-educated and self-confident women; in the complexity of tasks, business environments, products, and sales channels; in the diversity of multimedia communication; and in the acceleration and sheer frequency of change within companies.

This change and the resulting challenges call for a more evolved style of leadership – one that can develop, retain, and inspire the next generation of men and women in companies to perform, while respecting ways of life that focus not only on work but also on family, health, social ties, and networks. At the same time, the top leadership challenge remains securing the company’s short-term and long-term success and performance.

Careers are becoming longer, more diverse, and more changeable – more and more employees no longer stay “for life,” but rather for two or three years. For leaders and management, this means, among other things, acting as good communicators, as role models for the company’s values, and as champions of initiative and room to shape things – giving employees’ potential space to unfold creatively and productively, while achieving the greatest possible benefit for the company. This is not about colorful lounges, creative idea spaces, or flexible working hours, but about an ongoing cultural shift within the company – in the attitude toward leadership and the way it is practiced.

From a company’s perspective, meeting these demands requires a constructive dialogue among everyone involved; an HR development function that designs and delivers future-oriented leadership development programs; and courageous leaders who are willing to walk the fine line between giving meaning, building networks, and being learners themselves – while also providing orientation and ensuring “order and performance.” This also takes the courage to take a critical look at oneself, one’s leadership behavior, and the values one professes and lives.
At the same time, it offers the opportunity to engage with the leadership challenges of 2030 and beyond with humor, seriousness, and, above all, real benefit.