These days, it seems that leaders need to be superheroes. They are constantly expected to motivate teams while navigating never-ending disruption.
On top of this, artificial intelligence (AI) is reshaping how work is done and how value is created, while geopolitical instability continues to generate uncertainty across markets and organizations.
This is why leadership development programs designed for a more stable world are no longer sufficient.
No wonder so many leaders are struggling.
For organizations, this raises a critical question: How should leadership development programs evolve to prepare leaders for this new reality? Capabilities that were once considered a nice-to-have are now essential.
Based on my work with leaders across sectors, I have identified three core leadership capabilities that are needed right now. These capabilities combine skills, mindset, and behavior, and they must be developed through modern leadership programs that reflect the realities leaders face today.
Influence and Executive Presence in Modern Leadership
The ability to influence people begins with self-knowledge and clear objectives. Effective leaders are open to discussion and diverse perspectives rather than being focused on control.
Influence means engaging people in ways that build trust and commitment. One of the most important capabilities linked to influence is executive presence. Executive presence is the ability to make people trust your judgment, follow your lead, and feel confident when you speak or act, particularly under pressure.
It is not about charisma, being loud, or looking senior. It is the signal you send that says, “This person can handle it.”
Developing executive presence requires working on a broad set of interconnected skills, including communication, situational awareness, emotional intelligence, and critical thinking. Leaders must also be able to discuss, argue, and defend ideas clearly, especially in environments where uncertainty and competing priorities are the norm.
Leadership development programs need to create space for this kind of growth. On-the-job experience, feedback, and reflection are critical, particularly for leaders who must influence without formal authority, such as transversal or project-based managers.
When the right systems are in place, leaders are better equipped to bring people with them, even in complex and unpredictable situations.
Courage and Decision-Making Under Uncertainty
The modern business environment is characterized by insecurity and rapid change. As a result, courage has become a core leadership capability.
Courage in leadership is not simply about taking risks. It involves sound judgment, strong business acumen, and the ability to create value for both the organization and its people. Poor leadership destroys value and damages morale. Strong leadership, by contrast, is grounded in clear analysis and purposeful action.
Effective leaders galvanize collective strength within their teams and foster a sense of shared responsibility. When outcomes are positive, they recognize collective effort. When things go wrong, they are prepared to take accountability.
Leadership development programs must therefore move beyond technical decision-making models and help leaders build the confidence to act without waiting for permission.
Staying in a comfort zone is no longer a viable strategy. Leaders must be able to face difficult challenges directly and make tough decisions.
Vision-Making, Foresight, and Ethics
The ability to articulate a compelling vision has always been a mark of strong leadership. Today, however, vision-making requires a more deliberate engagement with foresight.
Leaders must be able to analyze trends, understand how their work connects to organizational strategy, and anticipate future challenges. Strategic foresight leadership involves taking a longer-term view while remaining grounded in present realities.
One effective tool for developing this capability is “design fiction.” Design fiction uses imagined futures to explore real-world business challenges and human behavior. Leaders work with both positive and negative scenarios to test assumptions and provoke discussion.
This approach helps leaders build confidence in their vision and strengthens their ability to communicate it in ways that engage others and foster alignment.
Alongside foresight tools, leaders must also understand the influence techniques that operate within organizations. So-called “controversial social techniques” shape behavior through social pressure, norms, or emotional framing rather than formal authority. Awareness of these techniques is not about encouraging their use, but about recognizing their impact and making ethical choices.
Leadership development programs should help leaders develop this critical perspective so they can influence responsibly and maintain trust during periods of uncertainty.
Self-Awareness: A Foundation of Leadership Development
While influence, courage, and vision have become increasingly important leadership capabilities, none of them can be developed effectively without self-awareness.
Leaders who lack self-awareness often struggle to listen, dismiss alternative viewpoints, and misread the impact of their behavior on others. This can quickly erode trust and credibility.
Self-awareness in leadership is developed through openness, feedback, and a willingness to confront reality rather than relying solely on personal interpretation.
It is particularly important for senior leaders whose decisions have wide-reaching consequences, as well as for managers operating across functions who must adapt their style to different contexts.
“Leaders must also be able to discuss, argue, and defend ideas clearly, especially in environments where uncertainty and competing priorities are the norm.”
Leadership development programs that prioritize self-awareness create the conditions for sustainable leadership growth.
When leaders learn to influence with integrity, act with courage, and articulate a clear and ethical vision, they are better equipped to navigate complexity and lead with confidence.
They will also foster a sense of trust among their teams and other stakeholders, a vital characteristic for engagement and motivation.
Superheroes do not always wear capes. But leaders who are developed for today’s realities can achieve extraordinary outcomes for their organizations and their people.
By Catherine Jacquet