Global surveys exploring the underlying issues reshaping leadership today
Leadership today is about so much more than achieving results. Leaders are expected to navigate the shifting relationship between work and personal meaning, to rethink what leadership means when traditional hierarchies are in decline, and to shape the role of their organizations in larger societal concerns such as diversity and sustainability. The Egon Zehnder International Executive Panels provide a snapshot into how senior leaders around the world are thinking about and acting on critical issues like these.
There is growing awareness that optimal performance comes from the alignment of an executive’s personal values with the organization’s culture and the role’s responsibilities, yet few executives or organizations have made the adjustments necessary to take advantage of this synergy, according to a global survey of senior executives conducted by Egon Zehnder, a leading global executive search and talent advisory firm. The survey, entitled “What Makes You Thrive?” polled 1,275 senior executives regarding personal motivations and professional development.
Egon Zehnder’s International Executive Panel finds that increasingly disruptive, unpredictable business environments make past performance an unreliable predictor of executives’ future success. Participants point to a new paradigm for identifying future leaders that shifts away from what leaders know and toward a more personal evaluation of who they are.
Our twelfth International Executive Panel on Leaders in Transition reveals Integration Efforts Failing to Meet the Needs of Senior Leaders. Interpersonal and Cultural Issues are among the Top Challenges in Assuming New Roles.
Diversity and inclusion remain much more an ideal than a reality, according to a global study among more than 500 executives from around the world. The global leadership survey focused on understanding attitudes and actions affecting diversity and inclusion in the workplace.
A long-term perspective, value-based decision-making and independence from the capital market, these are the characteristics that continue to give traditional family businesses a genuine competitive edge in the marketplace. But there is also a downside to family firms that can impact on their commercial success. The main factors here are inter-generation rivalry, a lack of transparency in communications and preference for family members over external candidates. So if family businesses are going to play to their strengths in the global competitive arena, they will have to adopt an even more professional approach. Such are the findings of a survey conducted by Egon Zehnder International among 720 top executives and family business owners worldwide in June 2011.