MANAGEMENT THEORIES
Let’s begin with one more message for a world poised on the brink of immense change: the time has come to decide on what leadership should look like. It’s obvious that the role of the emerging leader is characterised by the ability to initiate change in a way that nobody else has yet devised and which can make a real di erence. It seems there is a major need to reinvent the way leaders think, feel and behave – a brand-new leadership paradigm is most certainly required. Leaders must be able to see what nobody else can, invent tomorrow today and make it happen with the support and active contribution of all partners and stakeholders. It is clear that the new kind of leaders are people who can meet the challenges of the emerging world and develop a sense of responsibility for everything we create, including novel and unexpected technologies. They must also activate in themselves and others the talent required to contribute to the construction of a new business, social and economic environment. This includes the handling of those ambiguous and complex challenges that are part of our emerging reality. An e ective partnership and synergy between organic and non-organic intelligence is required too, empowering and inspiring people to be creative by bringing human and non-human skills together. We believe it is up to this new generation of leaders to create a positive and healthy symbiosis between humans and AI. We also need to ensure that the two key ingredients of our human, collective lives, namely sense and value creation, are preserved and even enhanced. Here we are talking about safeguarding human identity, survival and progress. Integrating the leadership quotient factor In short, we are convinced that most of the requirements of our time are di erent from yesterday and that we need to redefine leadership at its very core. Of course, we realise that the process of moving forward by questioning the past and inventing the future has always existed and this holds true for both public and private leadership. It means that leaders should make decisions according to the two well-recognised processes: the rational (based on logic) and the intuitive (based on hunches). The question is: how best to balance them? And that leads us to another key conundrum: can the human brain understand itself? In line with the well-known intelligence quotient (IQ) and emotional quotient (EQ) units of measurement, we believe that a leadership quotient (LQ) could be created to help current and future leaders identify and reflect on their profiles. This would assist them in assessing their leadership strengths in line with current
Ambition FEBRUARY 2024 | 31
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