Are our leaders equipped for the future?

Are our leaders equipped for the future?

The Creative Future of Work

Future leadership challenges will be explored
at the CCER Conference 2013

Common approaches to leadership development are outdated, according to a new paper released by The Institute of Executive Coaching and Leadership (IECL).

Entitled Follow the Leader: Leadership Development for the Future, the paper examines how social media platforms and other online ‘knowledge banks’ are influencing the skills and knowledge of those entering the workforce, placing increasing demands on leaders to adapt to the ever-changing technological, social
and economic environment.

The research reflects some of the themes that CCER will be further exploring at The Creative Future of Work, The CCER Conference to be held in 2013. How leaders adapt to evolving workplace practices, the importance of harnessing the latest in technological advancements and how managers can make the most of a diverse and creative workforce are just some of the key topics to be discussed.

The importance of effective collaboration between all levels in an organisation is an important trend identified by futurists engaged in examining how the world of work is changing.  IECL’s paper also picks up on this trend, proposing that leadership development practices focus too heavily on individualistic competencies which are out-dated in the new era of networked organisations.  The paper identified four key findings regarding leadership development for the future:

  1. From Leader-led to Leaderful Organisations: Organisations should focus on creating collaborative networks and alliances with a range of stakeholders and leaders at all levels.
  2. From Hero Leader to Democratic Leadership: Leaders should not be expected to hold all the answers, but rather, should engage with a variety of perspectives to deal with complex issues.
  3. Leadership as a Mindful Practice: In order to be equipped for the future, leaders need to develop mindfulness – an awareness of their behaviours and actions and the impact they have on those around them.
  4. Leadership Learning as Real Time Practice: Leadership cannot be distilled into a set or list of “competencies” – leadership training must focus on practical experience and learning in “real time”.

Effective contemporary leadership is just one challenge faced by modern workplaces. Developments in behavioural psychology and digital technology are changing the way we perceive and perform work. These topics and many more will be the subject of the 2013 CCER Conference –to be held on 5 – 6 September next year. For more information and regular updates, visit

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