Leadership styles are evolving because the world is evolving. The ways we led 5 years ago may have worked in the past, but in today’s rapidly shifting landscape, those ways are no longer enough. People have changed. The work has changed. Product and service needs are changing at unprecedented speeds. What worked for leaders before won’t necessarily work now.
Without strategy, leadership approaches become substitution not evolution switching one surface-level method or framework for another, failing to address the deeper transformation required to meet today’s challenges. Leadership evolution demands intentional action, a clear purpose, and a willingness to move from outdated practices that were rewarded in the past that no longer connect with and collectively inspire people, or our organizations.
Here are three leadership styles that represent a progressive understanding of what it means to lead effectively in a rapidly changing world. Each style builds on the next, inviting leaders to examine the limitations of traditional methods and adapt to a more transformational approach that’s needed now.
Leadership Style 1: Knowledge and Expertise
This first leadership style reflects the mindset many of us were taught to follow, the belief that mastery of technical skills and knowledge is the key to success. For decades, this way of thinking positioned leadership as a checklist of competencies to acquire and practice to drive specific outcomes. The idea was simple: the more you know, the better you’ll perform.
For a time, this worked. It created capable leaders who were skilled in problem-solving and decision-making. But in today’s fast-paced and volatile environment, leadership requires more. This traditional approach on mastering technical expertise often overlooks the emotional intelligence, adaptability, and relational skills that inspire connection and drive long-term change.
This style of leadership becomes a cycle of substitution, swapping one set of competencies for another, without achieving the deeper self-awareness and purpose that modern leadership demands. Leaders that adopt this style must begin asking themselves not just “What do I know?” but “How am I using what I know to make people feel seen, respected, and empowered?” It’s no longer just about what you know, but what you do with what you know. Perhaps this style of leadership reveals while in practice, may deliver inconsistent outcomes in today’s modern business environment.
Leadership Style 2: Connection and Collaboration
This second style of leadership shifts the focus from individual expertise to building relationships and fostering collaboration. Leaders begin to understand the importance of access to different perspectives, collective insight, and the talent and experiences of others.
While this leadership style expands a leader’s horizons, it often carries the remnants of outdated approaches. Networking and collaboration tend to follow formulaic, one-size-fits-all methods, failing to fully capture the individuality of the people involved. The risk with this style is that leaders become satisfied with access as an end goal, rather than leveraging these connections to create opportunities with a more sustained purpose.
Leaders that adopt this second style of leadership must ask themselves, “How am I using these relationships strategically? Am I creating a work environment where people’s unique contributions are not only acknowledged but strategically aligned with the desired outcomes of the organization?” Without intentional strategy, Style 2 can fall into the same trap as Style 1—substituting isolation with access.
Leadership Style 3: Self-Awareness, Purpose, and Well-Being
With this third style of leadership, organizations and individuals alike demand leaders who prioritize self-awareness, purpose, and well-being—not just for themselves but for the people they lead.
This third leadership style represents a transition away from the traditional leadership styles noted 1 and 2. It acknowledges that employees are now consumers with choices and career options. They are not necessarily convinced with what their leaders are trying to sell them (i.e. mission, vision, they ways of working, etc.). Employees are much more informed and knowledgeable about what to expect from their leaders than competencies alone. They want leaders that take the time to understand what matters to them (not just want matters to the organization). Leaders must now create work environments where people feel free from judgment, and empowered to experiment and discover new opportunities. Employees are not inspired enough to follow playbooks that don’t consider ideas and ideals. They want more freedom to shape their own experiences at work with the goal of driving better outcomes.
This leadership style isn’t simply about leading with authenticity, it’s about aligning their employee’s personal growth aspirations with organizational goals to create lasting, business evolution, no longer substitution. It’s about understanding that well-being and purpose are no longer a “check the box” activity; they’re essential to fostering environments where people thrive by being encouraged to unleash their capabilities and capacities. With this style, leader’s must move beyond focusing on “the numbers” alone by connecting more deeply with others, creating cultures that prioritize humanity just as much as ambition. When this happen, the numbers flourish.
Why Leadership Must Evolve
The pace of change is too fast, and the risk management stakes are too high (i.e., talent acquisition, retention, business interruption, work-wellbeing, etc.). The world is more complex, interconnected, and dynamic than ever before. Leaders who don’t let go of outdated approaches risk falling behind, unable to meet the evolving needs of their people and organizations.
The question isn’t whether leadership will change, but how intentional we will be about driving that change. Without strategy, adaptation becomes substitution—reacting to shifts without creating meaningful progress. But with strategy, leadership becomes a tool for sustainable transformation, empowering individuals and organizations to not only adapt to change but thrive within it.
Leadership evolution isn’t limited to frontline teams, it must also extend to boards of directors. These boards shape strategy, culture, and governance, serving as architects of long-term success. As the business environment grows more dynamic, boards must evolve from oversight-driven bodies to purpose-led catalysts of transformation, ensuring their leadership style fosters inclusivity, innovation, and accountability.
Boards must prioritize their own development through continuous learning and reflection, aligning their composition and contributions with modern organizational needs. Measuring their effectiveness beyond compliance by evaluating their impact on resilience, culture, and stakeholder trust is essential. Leadership evolution, from boardrooms to the frontline, ensures sustainable growth and a culture where organizations and people thrive together.
The choice is no longer whether to evolve, but how far and how fast we are willing to go.