Amid rapid change and uncertainty—often driven by globalization, economic shifts, and evolving technology—when I work with leaders, I encourage them to embrace qualities like empathy and agility. They are my “go-to” bookends.
Chaos is endless. The triage calls are constant. Fights, fiefdoms, fires—they are as rampant as your city’s rat infestation. Empathy and agility help to combat these incessant ailments.
Ergo, leadership should be thought of as more about inspiring one another, being flexible during the storms, and recognizing that true success goes beyond profits; people and purpose matter most.
But more often than not, that is not how leadership gets delivered.
The Case for Globally Minded Leadership
Research from MIT Sloan underscores a critical point. There are certain leaders who embrace multicultural experiences and cultivate essential skills needed for navigating complex environments. Leaders who possess this makeup develop flexibility (i.e. agility), cultural sensitivity (i.e. empathy), and a proclivity for long-term thinking. They also foster environments where innovation flourishes and trust becomes the DNA of team interactions.
“Our studies demonstrate that multicultural experiences can benefit not only individuals themselves but also the teams they lead—especially teams that are more multinational,” the researchers write.
This idea aligns with Joanne Ciulla’s recent research, The Importance of Leadership in Shaping Business Values.
Ciulla’s research makes it clear that leadership values are meaningless without action. “The way that we assess the impact of a leader’s values on an organization also depends on one’s theory of leadership. Leaders’ values matter when they are repeatedly reflected in their actions.”
It’s an ongoing commitment that should not be viewed as difficult. You have to be constantly thinking of the diverse needs of your entire cadre of stakeholders—customers, employees, partners, suppliers, and communities. It means actively bridging culture gaps, fostering inclusivity, and aligning business goals with societal well-being.
Mary Barra of General Motors exemplifies this type of leadership style. Her work to electrify GM exemplifies purpose-driven leadership, addressing society’s environmental challenges while future-proofing the business.
Similarly, Satya Nadella’s cultural transformation of Microsoft—shifting from know-it-alls to learn-it-alls—puts a gigantic spotlight on the power of empathetic leadership, one that can be used to ignite cultural shifts to fuel innovation.
These leaders embody what a new initiative from Thinkers50 seeks to celebrate: the Leaders50 recognition highlights individuals who lead not only with their heads but also with their hearts, redefining leadership to inspire others to follow.
Beyond the Corner Office
One of the most striking aspects of Leaders50 list is its global scope. Thankfully, it’s not just another lineup of Fortune 500 CEOs. The list includes leaders like Etienne Salborn, whose work in Uganda empowers self-managed social innovation, and Christel Heydemann, CEO of Orange Group in Paris, who is redefining connectivity across Europe.
This diversity underscores a critical truth: leadership today cannot remain confined to quarterly earnings reports or market share battles.
Leaders—and your leadership—must tackle societal challenges, embrace inclusivity, and take on responsibilities that extend far beyond boardrooms. Leaders50 serves as a reminder that leadership is both a privilege and a responsibility—to elevate, to inspire, and to make a lasting impact. And it ought to be done with empathy and agility, with a dash of operating with a purpose-driven mindset.
The Changing Face of Leadership
There are a few leadership traits that people expect of their leaders in today’s constantly buzzing workplaces. Decisiveness, honesty, and the ability to inspire, as highlighted by Pew Research, are crucial to an employee’s positive perception of effective leadership.
However, if you simply possess these traits, it is insufficient. If you want to be an empathetic and agile leader, you must actively convert these traits into actions that resonate throughout all areas of your team.
Ciulla’s perspective on leadership ethics sharpens this point: the best leaders align their values with measurable outcomes. The leaders celebrated in Leaders50 exemplify this principle, proving that technical competence paired with purpose-driven leadership creates the seeds for positive change far beyond their organizations.
It’s a win-win for the business and society.
A Call to Action
Leaders50 offers a lens into what leadership could—and should—be in a world that needs bold, compassionate, and globally minded change-makers. But the responsibility doesn’t rest solely on those featured.
It’s a call for all of us to reflect:
- How will you lead—with head and heart?
- Will you prioritize short-term wins or long-term value?
- Will you seek belonging or cling to the pursuit of mere belongings?
Leadership should not be about accolades. It’s about the impact you leave behind—the systems you improve, the people you inspire, and the futures you help create.
The question isn’t whether you will lead. It’s whether you will lead in a way that truly matters.
Disclosure: I have been involved with the Thinkers50 Leaders50 initiative, which spotlights exceptional global leaders. This column reflects my personal views and not the initiative itself.