Demand for integrity and strength in leadership has never been greater. A wave of quickly evolving AI technologies, combined with geopolitics and other pressures, is increasing this need at an unprecedented pace. The rapid changes in today’s environment can put even the best leaders under immense strain and cause ripple effects within the organisation. In fact, even those changes that are expected to bring efficiency and simplicity like GenAI, translate into confusion, anxiety, and complexity in many situations. According to McKinsey research, a staggering 56 percent of employees report that their leaders are either mildly or highly toxic. Even more concerning, 75 percent of employees identify their boss as the most stressful part of their workday.
The good news is that workplace well-being, inclusivity, and ethical practices still remain front-and-centre for most organisations at a global level. Organisations that prioritise human-centric leadership are thriving. Research shows that these companies are not only more culturally aligned, but they are also financially stronger.
The way forward is for leaders who can build healthy, collaborative environments. Human-centric organisations – those that prioritise the wellbeing, growth, and engagement of their people – are 2.4 times less likely to experience financial distress, 1.5 times more likely to retain employees, and they show 2.5 times higher return on invested capital (ROIC). Another striking finding is that investing in holistic employee health has the potential to generate up to $11.7 trillion in global economic value. The evidence is clear, creating environments led by empathetic, authentic leaders isn’t just good for culture, it’s also good for business.
The challenge, however, lies in identifying and nurturing the right leaders—those who will drive sustainable success, create positive change, and shape the future of work. The best leaders have the capacity to adapt with the times and lead through challenging circumstances. They take action to develop the leadership skills that matter most.
Find power in vulnerability
Vulnerability, when used strategically, is in fact one of the most powerful traits a leader can possess. In a world where employees crave authenticity and connection, leaders who show vulnerability create trust and stronger relationships.
When leaders admit their mistakes, share their challenges, and demonstrate empathy, they humanise themselves in a way that makes them more approachable and relatable. This openness encourages a culture of psychological safety, where employees feel empowered to express themselves, take risks, and innovate without fear of judgment. And by role modelling vulnerability, leaders give their teams permission to abandon the pretext of perfection in their pursuit of success.
Vulnerability breaks down the barriers that get in the way of effective leadership, offering a foundation for the kind of leadership that reduces stress, enhances morale, even when it is challenging, and ultimately drives success.
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Balance humility with confidence
Balancing humility with confidence is a critical yet delicate aspect of effective leadership. Leaders who admit they do not have all the answers build trust and transparency. At the same time, they must also guide teams with confidence, making bold decisions and maintaining a structure of authority.
The best leaders know how to strike this balance. Being humble doesn’t mean relinquishing control or becoming overly lenient, it’s about inviting other perspectives and expertise while also maintaining the respect and discipline required to lead effectively.
Leaders who act with both confidence and humility create environments where employees feel valued and heard yet also have clarity around expectations and direction. They know their leaders will lead the organization, and the individuals in it to success. This equilibrium not only drives high performance but also encourages collaboration and loyalty.
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Stay relevant in a fast-moving worldÂ
In today’s dynamic landscape, where AI advancements, geopolitical shifts, and evolving societal expectations are constantly reshaping industries, leaders must continuously evolve to stay relevant.
This requires staying attuned to emerging trends and technology, while remaining open to new ideas and feedback. The most effective leaders embrace lifelong learning, actively seeking opportunities to develop new skills and broaden their perspectives. They listen to their teams, and their stakeholders, staying in tune with what’s working and what isn’t, and are ready to pivot when necessary to navigate this fast-changing environment.
Staying relevant also involves a commitment to innovation, not just in products or services, but in leadership practices as well. This could mean adopting new work models, incorporating next generation communication tools, or creatively prioritising employee well-being. Leaders who can anticipate and respond to these shifts with agility and foresight will not only stay relevant—they will drive the organisations they lead to greater success.
Leaders who embrace vulnerability, balance humility with confidence, and stay adaptable in the face of change, are the ones who will lead organisations to success in the future. As we look ahead, it’s clear that leadership isn’t just about making tough decisions or driving results—it’s about empowering people, building trust, and navigating the complexities of an ever-evolving business environment. The world doesn’t just need leaders; it needs the right leaders—those who are human-centric, empathetic, and adaptable.
Dana Maor is a Senior Partner at McKinsey & Company and the global cohead and European leader of McKinsey’s People & Organizational Performance Practice. Whether working in consumer, aerospace, financial services, pharmaceuticals, or telecommunications, she has helped clients pursue successful large-scale transformations and M&A integrations. Dana has guided many organizations to establish executive leadership-development platforms and capability-building programs to reskill employees for changing workforce needs. Dana contributed to research for McKinsey’s 2018 book, Talent Wins and is a co-author of the bestselling 2024 McKinsey book, The Journey of Leadership.
April 30, 2025
The world needs amazing leaders like never before. But where are they?
by Dana Maor • Business, Comment, Workplace
The good news is that workplace well-being, inclusivity, and ethical practices still remain front-and-centre for most organisations at a global level. Organisations that prioritise human-centric leadership are thriving. Research shows that these companies are not only more culturally aligned, but they are also financially stronger.
The way forward is for leaders who can build healthy, collaborative environments. Human-centric organisations – those that prioritise the wellbeing, growth, and engagement of their people – are 2.4 times less likely to experience financial distress, 1.5 times more likely to retain employees, and they show 2.5 times higher return on invested capital (ROIC). Another striking finding is that investing in holistic employee health has the potential to generate up to $11.7 trillion in global economic value. The evidence is clear, creating environments led by empathetic, authentic leaders isn’t just good for culture, it’s also good for business.
The challenge, however, lies in identifying and nurturing the right leaders—those who will drive sustainable success, create positive change, and shape the future of work. The best leaders have the capacity to adapt with the times and lead through challenging circumstances. They take action to develop the leadership skills that matter most.
Find power in vulnerability
Vulnerability, when used strategically, is in fact one of the most powerful traits a leader can possess. In a world where employees crave authenticity and connection, leaders who show vulnerability create trust and stronger relationships.
When leaders admit their mistakes, share their challenges, and demonstrate empathy, they humanise themselves in a way that makes them more approachable and relatable. This openness encourages a culture of psychological safety, where employees feel empowered to express themselves, take risks, and innovate without fear of judgment. And by role modelling vulnerability, leaders give their teams permission to abandon the pretext of perfection in their pursuit of success.
Vulnerability breaks down the barriers that get in the way of effective leadership, offering a foundation for the kind of leadership that reduces stress, enhances morale, even when it is challenging, and ultimately drives success.
Â
Balance humility with confidence
Balancing humility with confidence is a critical yet delicate aspect of effective leadership. Leaders who admit they do not have all the answers build trust and transparency. At the same time, they must also guide teams with confidence, making bold decisions and maintaining a structure of authority.
The best leaders know how to strike this balance. Being humble doesn’t mean relinquishing control or becoming overly lenient, it’s about inviting other perspectives and expertise while also maintaining the respect and discipline required to lead effectively.
Leaders who act with both confidence and humility create environments where employees feel valued and heard yet also have clarity around expectations and direction. They know their leaders will lead the organization, and the individuals in it to success. This equilibrium not only drives high performance but also encourages collaboration and loyalty.
Â
Stay relevant in a fast-moving worldÂ
In today’s dynamic landscape, where AI advancements, geopolitical shifts, and evolving societal expectations are constantly reshaping industries, leaders must continuously evolve to stay relevant.
This requires staying attuned to emerging trends and technology, while remaining open to new ideas and feedback. The most effective leaders embrace lifelong learning, actively seeking opportunities to develop new skills and broaden their perspectives. They listen to their teams, and their stakeholders, staying in tune with what’s working and what isn’t, and are ready to pivot when necessary to navigate this fast-changing environment.
Staying relevant also involves a commitment to innovation, not just in products or services, but in leadership practices as well. This could mean adopting new work models, incorporating next generation communication tools, or creatively prioritising employee well-being. Leaders who can anticipate and respond to these shifts with agility and foresight will not only stay relevant—they will drive the organisations they lead to greater success.
Leaders who embrace vulnerability, balance humility with confidence, and stay adaptable in the face of change, are the ones who will lead organisations to success in the future. As we look ahead, it’s clear that leadership isn’t just about making tough decisions or driving results—it’s about empowering people, building trust, and navigating the complexities of an ever-evolving business environment. The world doesn’t just need leaders; it needs the right leaders—those who are human-centric, empathetic, and adaptable.
Dana Maor is a Senior Partner at McKinsey & Company and the global cohead and European leader of McKinsey’s People & Organizational Performance Practice. Whether working in consumer, aerospace, financial services, pharmaceuticals, or telecommunications, she has helped clients pursue successful large-scale transformations and M&A integrations. Dana has guided many organizations to establish executive leadership-development platforms and capability-building programs to reskill employees for changing workforce needs. Dana contributed to research for McKinsey’s 2018 book, Talent Wins and is a co-author of the bestselling 2024 McKinsey book, The Journey of Leadership.