Future-fit leadership
Leading in an uncertain future
As mid-market organisations anticipate an increasingly volatile 2035 business landscape – potentially shaped by constrained resources, more stringent, fast-changing regulation, rapid technological disruption and talent shortages – a picture emerges of the leadership qualities required to navigate what lies ahead.
However, our opinion research findings highlight some mismatches between the skills and behaviours leaders need to demonstrate and where they believe they excel.
The strategic imperative
Leaders largely agree that the top three qualities needed to succeed are effective communication, the ability to lead through uncertainty and problem solving.
Yet only 22% see the ability to lead through uncertainty as one of their top three strengths, and just 24% put effective communication in their top three, despite seeing these traits as pivotal to success.
of mid-market leaders see the ability to lead through uncertainty as one of their top three strengths
What leadership skills and attributes are needed to drive success and resilience?
All our 2035 scenarios require leaders to hone skills that may not be needed in more stable environments. In an uncertain world, where regulation could change or critical inputs become unavailable, resilience and the ability to lead without a clearly defined pathway will become essential.
The ethical executive
Whether the future regulatory landscape is defined by hyper-regulation or self-governance, the pressure will be on leaders to make high-stakes decisions that are defensible from a commercial, legal and ethical standpoint. Executives must use sound, ethical judgement to bridge the gap and ensure their organisations are not left exposed.
Almost three-quarters (73%) of business leaders say that ethical leadership will become a critical differentiator in the next decade. But despite this near-universal awareness of the increasing importance of ethical behaviour, only 5% of leaders identify ethical decision-making as one of their top three personal strengths, putting it near the bottom of the list of leadership attributes.
of business leaders say that ethical leadership will become a critical differentiator in the next decade
While the data does not mean that leaders believe they are behaving unethically, it does suggest a critical vulnerability at a time when they are operating across volatile geopolitical landscapes, adapting to disruptive technologies, and complying with intricate regulatory regimes.
The risk is that without strong ethical decision-making capabilities, leaders may default to expediency over long-term integrity.
Views on ethical leadership, by country
There's more to The mid-market maze
What you have seen here are just the headlines. The full report goes deeper into the data, the insights and the real-world moves leaders need to make to get ahead.
Challenge your assumptions
Assess risk and opportunity from every angle
Stress-test your strategy for what’s next
