What the next generation of leaders needs: Five traits that define future-ready leadership

Much of what passes for leadership today still reflects outdated expectations. Influence is too often equated with visibility, performance with output and development with polishing the same competencies. Yet the decisions leaders make increasingly sit at the intersection of social, economic and environmental disruption. In that context technical ability and personal ambition are not enough.

This article draws on insights from a whitepaper I authored for career management consultancy 10Eighty, based on its in-depth research into the evolving demands of leadership. It builds on earlier work around human-focused leadership and examines the characteristics of leaders who operate across boundaries – organisational, societal and personal – to build trust, resilience and relevance over time.

These individuals are the ‘And Beyond’ leaders. They think and act beyond their function, beyond their immediate remit and beyond their own success. Their impact is felt not only through business results but through the systems they strengthen and the cultures they shape.

The research identifies five core traits. Each reflects a pattern of behaviour that is already evident among senior leaders doing the work differently. These ideas are grounded in practical experience and sharpened through real-world complexity.

1. Inspiring Purpose and Belonging

The ability to connect people with meaning is often discussed but rarely delivered well. Generic mission statements and abstract values do little to anchor motivation. And Beyond leaders translate purpose into lived experience through decisions, behaviours and storytelling. They pay close attention to what inspires people to contribute, and they draw on real examples to make the impact of work visible.

This approach involves recognising the potential in individuals and creating the conditions for that potential to be seen and valued. One leader shares the story of a former army veteran working quietly in a project management role, overlooked until long after he had left the organisation and gone on to lead global teams. That loss was avoidable. Time, curiosity and attention would have revealed a different path.

2. Holistic and Systemic Thinking

Leadership that focuses only on internal operations misses the broader picture. Decisions carry implications beyond the department or business unit. The most effective leaders understand the network they operate within: employees, customers, suppliers, regulators and communities. They make choices that account for this complexity and invest time in understanding how different parts of the system interact.

In the research we found examples of this thinking across sectors. A manufacturing firm used stakeholder mapping to guide the introduction of eco-friendly materials, balancing regulatory compliance, employee capability and brand trust. A university principal shifted away from a centralised control model and instead equipped local teams with the data and support to make change in context.

The thread running through these examples is a commitment to stewardship. Decisions are made not just to solve immediate issues but to strengthen the long-term health of the system.

3. Courageous Integrity

Values are not aspirational statements. They are tests. They ask leaders to decide who and what they are willing to protect, and at what cost.

The research surfaced several moments where leaders chose to act, even when doing so carried risk. Calling out toxicity. Rejecting expedient decisions. Admitting when something had gone wrong. These moments were driven by a clear sense of what matters and where the lines are drawn.

One interviewee described having to confront a board member mid-meeting who was shouting down colleagues. In her words: “I thought, ‘I’ve lost my job,’ but he ended up agreeing.” Another framed the challenge more simply: “What will you not let happen on your watch?”

Courage is only part of the picture. These leaders also show humility. They ask for help, acknowledge mistakes and invite others into the problem-solving process. In doing so, they create environments where people feel safe to speak up and motivated to do better.

4. Upside-Down Thinking and Fluidity

Several organisations in the study are actively reconfiguring their leadership models. One renamed its head office to support office. Another structured its leadership approach around enabling frontline staff, not directing them. The intent is to shift the source of power away from role and towards contribution.

This requires a mindset that treats uncertainty as normal, not exceptional. Leaders working in this way resist rigid planning cycles and traditional authority structures. They prioritise learning, encourage experimentation and look to their teams for insight and initiative.

Leaders interviewed shared practical ways they do this. Swapping roles across departments. Using team charters to set behavioural expectations. Encouraging cross-functional working groups to lead on key challenges. These are the tools that reinforce shared responsibility and collective ownership.

5. Long-Term Vision and Strategic Foresight

Organisations that focus narrowly on short-term outcomes often fail to anticipate disruption until it’s already too late. And Beyond leaders integrate foresight into their thinking. They use tools like scenario planning and trend mapping to prepare for a range of possibilities to build readiness for the future.

One COO described attending a tech conference overseas to quickly build internal capability following the closure of a digital team. That kind of learning agility sends a signal that leaders are actively seeking knowledge, not waiting for direction.

The discipline here lies in combining external scanning with internal engagement. Listening to how external trends are being felt on the ground. Staying close to employees and communities. Testing assumptions early. These leaders maintain a steady direction, but their approach flexes in response to evidence and feedback.

For HR and People leaders: Time to shift the frame

Too many development frameworks still reward conformity over curiosity. Too many leadership pipelines are filled with individuals who’ve mastered the mechanics of delivery but have never been asked to lead in complexity.

Supporting And Beyond leadership means rethinking how we assess readiness, how we measure impact and how we create the space for leaders to evolve. It means addressing the invisible signals, the behaviours we reward, the boundaries we ignore, the voices we overlook.

Leadership is not a solo endeavour. The impact of those in senior roles extends through the systems they touch. When HR leads this conversation with clarity and confidence the potential for change becomes real.

Download From Human-Focused to And Beyond Leadership to get all the insights and case studies.