In a rapidly evolving world, it is more crucial than ever to be a future-ready leader. Confidence and resilience enable leaders to face challenges, while IQ and EQ ensure sound decisions and meaningful connections. Proficiency in technology and the courage to be disliked, paired with a commitment to continuous learning, foster respect and adaptability. These traits create leaders not just prepared for the future but ready to shape it.
Resilience
In today’s fast-paced, technology-driven world, resilience is a cornerstone of effective leadership. As global economic fluctuations, societal shifts, and technological advancements continue to accelerate, leaders must be prepared to navigate an ever-changing landscape.
Resilience empowers leaders to recover from setbacks, embrace continuous learning, and inspire confidence in their teams, ensuring adaptability and long-term success.
A unique characteristic of the current era is the extension of life expectancy, which has significantly lengthened professional careers. Leaders today may experience a full Kondratiev wave—an economic cycle lasting 40–60 years—within their working lives. This means they are likely to start their leadership journey during periods of economic growth, endure disruptive downturns, and eventually guide their organisations through recovery phases.
Navigating these cycles requires resilience: the ability to persevere through challenges, adapt to new circumstances, and emerge stronger. Without resilience, leaders risk stagnation during crises or an inability to capitalize on opportunities during recovery periods.
Resilience is particularly crucial for leaders navigating the rise of AI—a potential driver of the next Kondratiev wave. AI is transforming industries from manufacturing to finance, and while leaders may not need profound technical expertise, a basic understanding is essential.
Emotional Intelligence
A critical aspect of resilient leadership is emotional intelligence (EQ), which has become increasingly valued in the workplace. Studies show that 70% of employers prioritize EQ over IQ when evaluating candidates.
EQ encompasses the ability to understand and manage one’s emotions while recognising and influencing the emotions of others. Among its core competencies, self-awareness stands out as a vital trait for leaders. While many individuals believe they are self-aware, research suggests that only 10–15% actually possess this quality. Self-awareness allows leaders to identify their strengths and weaknesses, regulate their emotions, and build stronger relationships with their teams.
Courage
Another key skill for leaders is possessing the courage to be disliked. Leadership is not about being everyone’s favourite or the most popular; it’s about earning respect. This respect is not granted only based on charm or likability—it is earned through solid knowledge, the foundation of credibility.
Where does solid knowledge come from? It comes from the habit of continuous learning. Respect ensures that their voice is heard, and their decisions are valued, even when they are not universally agreed upon. The courage to accept that some people may dislike you is liberating; it allows leaders to focus on personal growth and meaningful contributions without being hindered by the need for approval.
Knowledge is the great equaliser, enabling leaders to contribute meaningfully regardless of their age, background, or seniority. It equips them with the expertise to navigate complex challenges, make informed decisions, and inspire confidence in their teams. Moreover, continuous learning instils confidence in leaders, allowing them to approach every situation with a growth mindset. This confidence, in turn, builds a foundation of respect that remains steadfast, even in the face of external criticism.
Confidence
Confidence is a double-edged sword in leadership. While it is essential for inspiring and motivating teams, excessive confidence can lead to overconfidence, which blinds leaders to potential flaws in their plans. On the other hand, low levels of confidence can result in overly cautious decision-making, as leaders become preoccupied with potential deficiencies.
Leadership often demands self-sacrifice. As Shaheen Sayed, Head of Accenture’s UK, Ireland, and Africa business (UKIA, aptly stated: “A great leader is a peer, a student, and a mentor.”
Research shows that self-sacrificial leadership—where leaders prioritise the collective good over personal gain—can be highly effective in promoting leadership perceptions and motivating followers. When combined with self-confidence, self-sacrifice signals to followers that the leader believes in the group’s potential for success.
By creating environments that encourage self-reflection, skill development, and peer support, leaders can empower their teams to thrive in times of uncertainty – in other words, helping others “come back as equals.”
Effective leaders find a balance between confidence and humility, making decisions that are bold yet well-informed. While confidence drives action, excessive confidence can lead to arrogance, and too much self-sacrifice may result in indecision and a lack of assertiveness.
How can we start preparing today?
- Reframe setbacks as opportunities for growth by reflecting on challenges, identifying lessons learned, and applying them to future situations to strengthen resilience.
- Engage in hands-on projects that apply new tools, such as using AI for data analysis, to build practical knowledge and confidence.
- To strengthen emotional intelligence (EQ), leaders can practice active listening, maintain a reflective journal, and proactively seek feedback. These practices not only enhance self-awareness but also foster a deeper understanding of team dynamics, enabling leaders to navigate complex interpersonal challenges effectively.
- To grow your own confidence: take risks, work the self-confidence formula and look for self-confidence in others.
- To lead others to be more confident: express your confidence in others and make assignments that will build others’ confidence.
- Embrace transparency in tough conversations. Books like “Dare to Lead” and “The Hard Thing About Hard Things” offer practical advice.
- Continuously acquire new skills through courses, books, and discussions to boost confidence and leadership.
- This blog was written by students undertaking a Global Master’s in Management degree at LSE’s Department of Management as part of the MG448A Capstone Course – Management in Action.
- This blog post represents the views of its author(s), not the position of the London School of Economics and Political Science Department of Management.
- Feature image by Jehyun Sung from UnSplash
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