In today’s fast-paced world, leaders who stop learning or resist new knowledge and technologies are no longer fit to lead. Organisations can’t afford the risk of investing in individuals who aren’t prepared for the challenges of leadership. While the success rate of leadership development may be low, it’s crucial not to surrender to chance. Identifying future leaders before investing in their development is key.
Companies often grapple with whether to focus on individual leadership development or embrace collective leadership. Recent studies suggest that fostering a leadership culture within a group is essential before developing middle managers into leaders. However, simply teaching people how to lead isn’t enough to create effective leaders. The rise of collective leadership highlights that investing solely in individual leaders’ skills may no longer make sense.
Even with a focus on collective leadership, there remains a need for someone to lead this process. The role of a leader, however, is evolving. As McCauley and Van (2004) put it, leaders are those actively involved in creating direction, alignment, and commitment within an organisation. Leadership can be enacted by anyone, regardless of their position in the hierarchy.
This evolving definition of leadership underscores the urgent need for innovation in how we approach leadership. Some of the most significant innovations in the coming decades won’t be in technology, but in how we work together, made possible by these new technologies. As I’ve mentioned in previous articles, the internet has democratised access to information, levelling the playing field and eroding the knowledge monopoly once held by leaders over their subordinates.
Platforms like LinkedIn have further broken-down barriers, allowing people to connect across social and hierarchical lines. Despite these changes, identifying potential leaders remains a necessary step before embarking on leadership development. The truth is, leaders often identify themselves—we just need to observe the dynamics within our teams.
Take a walk around your organisation, and you’ll likely notice someone whom colleagues frequently turn to for advice, support, or problem-solving. This person is trustworthy, diplomatic, responsible, and never lets their teammates down. Upon closer inspection, you’ll find they believe in both horizontal and vertical development, constantly challenging themselves, solving complex problems, and quickly adapting to new situations.
These individuals don’t settle for the status quo; they embrace change and support others through it, especially those who may struggle with mental or educational challenges. If you identify more than one person like this, your organisation is thriving—a place where leadership development can flourish. Continue to seek out those with low resistance to change, a hunger for growth, and the courage to push beyond their comfort zones. These are the leaders of tomorrow.
Dr. Youssef Lamaa
Leave a Comment