Why leadership is more important now than ever

According to McKinsey, as recently as 10 years ago, CEOs and senior leaders typically focused on four or five critical issues at any point in time. Today, the number of critical issues competing for their attention is often double that.

And the issues are ever more complex. Once upon a time, leaders dealt with comparatively straightforward issues, such as business competitiveness and corporate strategy.

Today, an array of unprecedented challenges confronts them, ranging from wholly unpredictable geopolitical tensions to the technological disruptions wrought by new technology such as AI, and the need to manage a global workforce that has come to expect more autonomy, mobility and flexibility.

Adding to this is the urgent demand on companies to do their part to combat climate change. This means leaders must steer their organisations through the conflicting demands of stakeholders as they seek to reconcile long-term sustainability and day-to-day operational challenges.

A new breed of leader

What does this mean in terms of the profile of leader needed? Dr. Kathleen O’Connor, London Business School Clinical Professor of Organisational Behaviour and Faculty Director of Executive Education, says, “Our understanding of what it takes to lead well has changed dramatically in recent years. If the world is now BANI – brittle, anxious, non-linear, and incomprehensible – just think what that means for the people we lead.

“It’s no longer enough for leaders to manage operations and keep projects on track. Today’s leaders must help their teams face the real challenges of today’s workplace, with all its tensions and disruptions. People are looking for leaders who can see these pressures clearly and have the empathy, skills, and confidence to help them manage them.

“Our Executive Education programmes are designed to develop exactly that kind of leader. From discovery visits to crisis simulations, in-class debates to role plays, every learning element is crafted to help leaders stretch their thinking, experiment with new tactics, and develop the confidence to lead in uncertainty. We give them the space to reflect, the tools to grow and the muscle memory to lead differently, ready for what’s next, as unpredictable as that is.”

Amazing transformations

If that sounds easier said than done, Kathleen reassures: “It’s true that leaders at all levels of the organisation — from middle managers to senior executives — need a different mindset and skillset than their predecessors. The conversation has shifted — from authority and charisma to influence, resilience, and engagement. We have a track record for helping people become the kind of leaders their teams need.”

This is where London Business School’s programmes truly stand out. “We’ve moved beyond the outdated ‘sage-on-a-stage’ model,” says Kathleen. “Our learning environments are immersive, hands-on, and designed to spark real personal transformation. Whether the focus is on leading change, managing supply chains, harnessing AI or executing strategy, participants leave with a rich toolkit, the confidence to apply what they’ve learned, and a powerful global network of peers to support them after the programme ends.”

For their organisations, the return on investment is just as powerful: a stronger leadership pipeline to help the company meet the future with greater confidence. The organisations best positioned to thrive in a BANI world are those that treat development as an ongoing strategic priority. London Business School is proud to partner with these forward-thinking companies to help shape the next generation of global leaders.