Leadership in Flux – The New Rules of Presence

For years, a prevailing notion has suggested that we can do entirely without leadership. In the push for flat hierarchies and radical workplace democracy, some have argued that progressiveness means eliminating leaders altogether. But that idea is deeply flawed. Organizations—whether businesses, institutions, or movements—still need leadership to provide direction, cohesion, and a sense of shared purpose. The question is not whether leadership is necessary but rather how it should evolve to meet today’s changing demands.

2024 was rife with stories of leadership gone wrong. From public institutions to private corporations, we saw leaders belittling employees, shouting in meetings, and setting seemingly impossible expectations. The question is not whether these incidents happened—they did. The real question is why they are surfacing now with such intensity.

It’s tempting to conclude that we’re simply witnessing an influx of bad leaders, but the reality is more complex. Leadership styles that were once deemed effective—even necessary—are now being called outdated, unempathetic, and even toxic. Employees today expect something different, and those expectations are reshaping the very essence of leadership. The modern workforce is more attuned to issues of mental health, workplace culture, and ethical decision-making, meaning that leadership today must reflect these values rather than impose rigid, outdated structures.

Traditional leadership virtues—gravitas, communication, and presence—remain essential. However, their meaning has evolved in response to cultural shifts, crises, and social movements. Gravitas is no longer about projecting authority; it’s about fostering security and inclusivity. Communication is no longer about commanding the room; it’s about listening and engaging. And presence is no longer about dominance; it’s about reflecting diversity and shared purpose. These shifts are not just trends; they are responses to deep structural changes in society, including the rise of remote work, the increased importance of inclusivity, and the growing demand for work-life balance.

The shift does not mean that leadership has become impossibly difficult or that employees are overly demanding. Rather, leadership is evolving into a discipline that is both more human and more strategic. For those trained in the old model of command-and-control, this moment presents an opportunity—not a threat. Leaders who can adapt to this new paradigm will find themselves more successful, as they foster loyalty, creativity, and a sense of belonging within their teams. Organizations that embrace this new understanding of leadership will be better positioned to attract and retain top talent, ultimately strengthening their competitive advantage.

True leadership now demands the courage to balance strength with vulnerability. It’s about leading with authenticity, demonstrating empathy without losing decisiveness, and creating spaces where both leaders and employees can thrive. It’s about recognizing that authority is no longer a given—it must be earned through trust, respect, and meaningful engagement. The best leaders today are not those who cling to old norms but those who recognize that leadership itself is a dynamic, adaptive discipline—one that requires as much self-awareness as strategic foresight. And in a world where uncertainty is the only constant, the leaders who embrace change will be the ones who define the future.