LEADERSHIP DEVELOPMENT
As the demands of leadership continue to evolve, ITESO’s Fernando Ortiz Cueva and Carlos Reynoso Núñez make the case for reskilling management development to match the modern context of continuous learning, hybrid workplaces, diversity and AI proliferation T raditionally, leadership development was perceived as the gradual accumulation of experience. In contrast, contemporary leadership requires the capacity to reassess prior learning, critically examine inherited assumptions and adapt to realities that change more rapidly than conventional management models. This entails ‘reskilling’ – in other words, acquiring knowledge from new paradigms while simultaneously enhancing existing talent within individuals and teams. Moreover, such paradigms must prioritise the development of capabilities aligned with evolving roles, contexts and organisational challenges.
leading efficiently in stable conditions to leading responsibly in environments marked by complexity, interdependence and ongoing transformation. This imperative is t only driven by technological advancements but also by the convergence of structural forces that are changing organisational life across the world. Three of these forces are particularly influential in shaping leadership practice: The expansion of digital work; interculturality as a permanent condition of organisational reality; and AI’s integration into business processes and decision-making. Each of these dimensions challenges established assumptions regarding authority, communication and collaboration. Collectively, they compel leaders to reconsider both their actions and their understanding of the roles they occupy within organisations. The shifting organisational context The expansion of digital and distributed work has transformed the meaning of presence. In previous generations, leadership was associated with physical proximity – being in the same office, meeting room and organisational space. Now that influence often occurs across timezones, platforms and cultures, however, leaders must learn to build trust without constant visibility. They must also sustain cohesion without permanent physical contact and foster alignment among people who might never share the same workspace. This transition has substantial implications for organisational culture, including the assumption that culture can be maintained exclusively through virtual meetings or that collaboration will naturally occur via digital platforms. In addition, evidence indicates that culture cannot be reduced to communication tools alone. It develops through shared meaning, mutual recognition and a sense of belonging, all of which necessitate deliberate leadership in distributed environments. Even so, there are ongoing challenges facing the culture of distributed teams. Differences in timezones, language barriers and unequal access to information can result in subtle forms of exclusion. Meetings scheduled for the convenience of one region may disadvantage another and conversations that proceed smoothly in one language may restrict participation for others. If these dynamics are not acknowledged, digital collaboration can inadvertently perpetuate inequalities rather than mitigate them.
After all, today’s business environment is defined by continuous transformation, global competition and accelerated change, pressing home the need for leadership to extend beyond mere direction or control. Instead, managers must navigate uncertainty, integrate diverse perspectives and make decisions in contexts characterised by incomplete information and unpredictable outcomes. Re-evaluating leadership The context for modern leaders has shifted significantly: work is now largely conducted in hybrid and virtual environments; teams are more diverse in terms of culture and generation; and artificial intelligence (AI) is increasingly being integrated into essential productivity processes. These factors underline the importance of reskilling, positioning it as a central component of leadership development and a structural necessity, rather than an optional enhancement. Yet, reskilling’s growing currency necessitates a fundamental re-evaluation of leadership, with stronger emphasis placed on ethical foundations and a departure from traditional models of authority. It also means shifting the central question away from
Business Impact • ISSUE 3 • 2026
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