leadership is not what it used to be — and that’s a good thing

Who is a leader and what does it mean to lead?

When we picture ‘leadership’, the image of someone sitting behind a desk and barking orders which employees scramble to obey, often comes to mind. This old-school view of leadership has fueled many workplace horror stories we see in the media these days. For example, a 2024 study by Stagwell found that 71% of employees worldwide feel anxious about returning to work on Mondays and toxic leadership at work is a major factor. 

These findings beg the question; are these leaders intentionally toxic, or are they clinging to ideas of leadership that no longer work?

In this article, ethical leadership mentor, host of the 'Humans at Work' podcast, leaders circle member and co-founder of JERICA, Jules Harrison-Annear, brings a wealth of wisdom to the conversation. She challenges traditional ideas of leadership, examines their impact on employees and the wider systems we live in, and explains why leadership needs to evolve with the times.

Leadership is evolving rapidly. Jules, you’ve worked with leaders across industries and generations — in your view, what does good leadership look like today?

“The biggest shift I’ve noticed is that the idea of a 'good leader' is now divided into two main categories.

One follows the traditional corporate and government mold. Still typically male, white, middle-aged, and dressed in a suit (or a version of jacket and pants). This leader has a strong voice, is confident in making decisions, and is good with numbers. He is also often seen as a ‘safe pair of hands’ who prioritizes logic over everything else.

The other isn’t bound by a single mold.

They are ethical, imaginative , and focused on specific groups of people or a systemic challenge. This leader has a strong and clear voice, is risk resilient within change, and is good with relationships and innovation. They use storytelling to explain and influence, are seen as dynamic, and are willing to make sacrifices for the greater good.”

The contrast is clear — yet the traditional model still holds influence in many boardrooms. So what are the old leadership beliefs we need to question, challenge, and outgrow?

“The three main leadership ideas we should challenge are:

1. Leadership has a single playbook: The idea that all good leaders must follow a fixed set of rules is outdated. Leaders are humans and humans are diverse. Therefore, leaders are diverse. Good leadership comes in many forms and we need to recognize, support and value that diversity.

   
   

2. Men are better decision-makers: The idea that men make better leaders because they are more logical is flawed. Decision-making is a skill, not something you’re born with. Because of societal expectations, women often have more lived experience of making tough choices, and they do it well.

   
   

3. Leadership has a fixed structure: Some believe leaders should always lead from the front, while others think they should support from behind. The truth is, leadership is flexible. What your team,  organization or community needs depends on the moment, the challenge, and the strengths of everyone involved. The best leaders adapt and build on these situations.”

Once we’ve named the leadership ideas that no longer serve us, the next step is to explore what actually does. So what strategies are leaders embracing now — and why are they working better?

“Many leaders today are having an awakening.

They’re beginning to realise that the leadership styles they grew up knowing no longer fit the brief. This realisation can be unsettling. It forces them to question long-held beliefs and rethink the choices that have shaped their careers.

It’s the little voices of doubt. The end-of-year dissatisfaction. The growing awareness that something just doesn’t sit right. These feelings are not signs of failure. They’re signals that your inner ethos is trying to speak.

This is why mentoring is so important.

Mentoring, for me, is a process of receiving help to find your leadership vision and voice. It’s about making decisions in the flow of work and determining your next steps in a way that aligns more comfortably with your ethos and the spectacular uniqueness you bring to any situation.

As a leader, having someone to guide you as you explore your leadership style, values, and impact can make this transition easier, less lonely, and far more intentional.“

Of course, individual transformation is only part of the equation. Even the most intentional leaders can struggle if the systems around them don’t support the change. So how can organizations create cultures that not only encourage innovative leadership — but actually allow it to thrive?

“Most organizations operate under the belief that people behave in a predictable way and that the organization itself is a fixed structure. But this way of thinking often ignores the role of culture. Which basically sums up the experiences created by employees, customers and all individuals who contribute to the organization’s growth. 

Some organizations also get caught up in the mission of encouraging innovative leadership but then don’t give their leaders the mandate or means to implement it.

The bottom line is, innovative leadership isn't always needed, if it does not add or improve the values experienced in the organization and the impact these collectively have on the wider social and environmental systems the organization operates within. To truly understand and improve an organization’s values and impact, the leader needs first of all, to understand what the organization stands for, and how it affects the people and places it engages with.  Good leadership adapts to what is needed, today and into the future, understanding that organizations are organic collections of people, with diverse interests and lives, and that these are shaped by changing conditions present in the places they inhabit.”

Culture sets the stage — but the real test is how leaders show up when the stakes are high. So how are today’s leaders adapting to a world that demands more?

"Many leaders are shifting their focus to solving big global issues like climate change, inequality, and broken financial systems. They have realised that without system change, the lives of their families and those of the people in their teams will continue to be shaped by forces that aren’t always designed for wellbeing, security and belonging.These problems don’t have easy solutions, so leaders are doing more research, thinking strategically, and working to make a real impact.

Sometimes, this means being the lone voice in the leadership team or boardroom pushing for change. That’s why having a strong network is so important.

Leaders are spending more time connecting with like-minded people across industries and time zones, building resilience and pushing their ideas forward”.

Shifting strategies and building strong networks are key. But what about the personal qualities leaders need to carry all of that forward?

"To navigate uncertainty and change, leaders should cultivate:

1. Strong values: Knowing what you stand for.

2. Moral courage: Standing by your beliefs, even when it’s hard.

3. The ability to say no: Not every opportunity is the right one.

4. A balanced life: Having strong relationships and enjoying life outside of work."

From culture to character, the leadership landscape is already shifting. But how will it continue to evolve — and what traits will matter most in the years ahead?

“Today and into the future, I believe successful leaders will need to develop:

1. Storytelling skills: Using real stories to inspire and remind people of what’s at stake.

2. Risk resilience:  Learning to take smart risks instead of always playing it safe. Don't revert to safe management practices where innovation dies.

3. Curiosity with purpose: Seeking out fresh ideas and perspectives instead of assuming you already have all the answers.

4. Generosity:  Sharing ideas, time, and insights so your impact extends beyond yourself."

At the end of the day, good leadership is about staying open, asking better questions, and being willing to grow. As Jules reminds us  “great leaders drive results, but they also show up with integrity, connect with others, and make choices that reflect the world they want to build. The ones who will thrive in the future lead with purpose, not power.”

The ones who will thrive in the future lead with purpose, not power.

about Jules Harrison-Annear

Far from being part of the crowd, Jules has a career defined by taking on new and challenging opportunities, never taking the expected step and showing no fear in the face of adventure. Her first job after university was with a Race Equality Council, advocating for access to appropriate and supportive sexual health services for black and minority ethnic communities. Since then she has established operational services for asylum seekers and refugees, designed strategies for export markets in education, led operating model redesigns of public sector organizations, set up her own consulting company, and is host of a global podcast, Humans At Work. 

Now, as founder and co-CEO of JERICA, Jules has a global vision to change the role businesses play in an ethical, inclusive and regenerative future, and is set to shake up the tourism industry with this bold new business model to start with! She will be hosting a series of in-person ‘gatherings’ for leaders interested in deepening their ethical practice and finding a new sense of purpose and community, coming to cities across Europe later this year. She currently lives in New Zealand, but she spends time working in Europe. She has twins and stepchildren, 2 dogs and a busy life.