Unlocking the Human Side of Leadership
Leaders are under pressure to deliver on their organization’s goals while effectively communicating with stakeholders internally and externally, developing their authenticity, and influencing others when necessary. In the process, it’s not uncommon for them to lose touch with the more human-focused aspects of their leadership duties. Their jobs can be so demanding that they may forget to connect with employees on a deeper level, which can create a gap between what people need from their leaders and what leaders deliver, as this section analyzes.
Key Finding
All generations value leaders who listen to and empower others
Across generations, there is strong alignment on the top five characteristics of the “ideal” leader. The results suggest that people value the human side of leadership above any other competency, desiring leaders who can establish real connections with their employees by listening, empowering their teams, and being transparent in their decision-making. Interestingly, as another global study from Egon Zehnder found, 45% of nearly 1,000 CEOs said their biggest blind spot was not listening to others. This underscores the importance of leaders being in touch with their own humanity.
Leaders Need to Listen Up
What are the most important characteristics in a leader?
Source: Egon Zehnder and Kearney, 2022
This finding is universal. Across all eight countries we surveyed, people expressed a desire for leaders with the ability to listen, empower others, and demonstrate transparency in their decision-making. As the below graphic shows, these characteristics rank in the top three most important leadership attributes across cultures. In parallel, the ability to listen was also the most important attribute across all seniority levels.
People Value Leaders Who Listen to and Empower Others
What are the most important characteristics in a leader? (By country)
Source: Egon Zehnder and Kearney, 2022
Key Finding
Senior leaders are in a development dilemma
Development is a key part of every employee’s career — even for those at the most senior levels. While three-quarters of older generations of leaders believe they can help younger employees professionally develop, about half expressed concerns that they may not have the knowledge or skills that younger generations expect. This sets up a complicated relationship between leaders and employees and is a strong indicator that individuals of every age must continue to learn.
Generational Views on Leadership
Older and younger employees both point to the need for leaders to be able to adapt for the future.
Younger Generations
Older Generations
Leaders in my organization need to adapt their style to effectively lead the youngest generation of employees
65%
I need to adapt my style to effectively lead the youngest generation of employees
69%
I feel confident that leaders in my organization can develop the skills that the younger generation of employees need today
62%
I feel confident in my ability to develop the skills that the youngest generation of employees need today
78%
Current leaders in my organization typically have different expectations of their employer that the youngest generation of employees have
61%
The youngest generation of employees typically have different expectations of their employer than older generations have
75%
Leaders in my organization have the right knowledge and skills that the youngest generation of employees look for in leaders today
59%
I worry that I don't have the right knowledge and skills that the youngest generation of employees look for in leaders today
51%
Leaders in my organization are in tune with the needs and expectations of the youngest generation of employees
56%
I feel in tune with the needs and expectations of the youngest generation of employees
65%
Source: Egon Zehnder and Kearney, 2022
There is a shared opportunity here across levels of experience. Younger employees may be able to teach senior leaders updates to their skillsets and share different points of view that will help shape new strategies. Senior leaders can also pass along institutional knowledge and offer insights about navigating processes and politics effectively. By working together and being open to learning from each other, all employees can benefit from new perspectives and ultimately shape new ideas and innovations.
Our take: Effective leaders need the ability to adapt their styles and expand their skillsets.
Employees want to know they are being heard and that their role fits within a broader, shared goal. This is why it’s so important for leaders to find mechanisms to communicate across the organization, no matter how big or complex it is. They need to show up, and there are several tools to do that, including town halls, internal communications, and face-to-face interactions. It’s about people feeling there is a person behind the leadership persona. Organizations are growing more diverse in age, background, skillsets, race and ethnicity, and identity. It’s important that leaders listen, because while we’ve established that generations overall may have similar values, what differs is how they define and deliver on them. Executives who model humble leadership will not only establish more meaningful connections, but will also drive a culture that values clear, effective communication.