Do we still need Human-Centred Leaders?
By: Peter Thomson
Not much more than a year ago, the Future Work Forum special edition of Global Focus magazine started with this statement.
“Leaders are facing the challenges presented by a rapidly changing working environment. Since the pandemic, employee expectations have shifted and stakeholders are looking for genuine moves to sustainability. AI is now threatening many jobs that were thought to be secure. However, some leaders are reluctant to change and are holding on to outdated, authoritarian regimes. Employees are voting with their feet and moving jobs for more flexible working arrangements. Leaders who show empathy and empower their people will create a climate of trust and reap the benefits of a human-centred culture.”
Are we out of touch?
Now in 2025 this statement feels somewhat out of touch with some actions of high profile leaders and an increasing wave of public opinion. Has the world of work become too ‘woke’ and many of the DEI initiatives been inhibiting business growth, or are they just easy targets for some people to attack? Has there been a shift of power from flexible employees selling their valuable skills, to rigid employers dictating working conditions for people to retain their jobs? Are financial results reigning supreme over social and environmental goals for organisations? Do we now need strong leaders to keep their workers focussed on getting the job done?
The Future Work Forum Partners all have their individual views on Leadership and come from a variety of backgrounds, but they share common views on how to run a successful organisation. Being “Human-Centred” is not just a convenient label. It’s a belief that treating people with respect, creating an environment that allows them to flourish, trusting them to use their judgement and allowing them to run their own lives is good for business. We don’t see a contradiction between employee freedom and high productivity. In fact it’s the reverse. Motivated and empowered employees are the ones prepared to ‘go the extra mile’ because they are inspired by their leaders and can identify with the goals of their organisation.
Leading for the long term
In the short term, business leaders can satisfy the stock market and meet financial goals whilst ignoring other stakeholders. They can create a toxic environment in the workplace and have people in fear of losing their jobs if they don’t ‘knuckle down’ and ‘toe the line’. But over the medium to long term they will lose their best talent, have low productivity and turn off many customers. Image and reputation are critical in the labour market as well as the market for products and services. Leaders have to take into account a broad range of stakeholders and create a healthy balance if they wish to be successful.
The argument from the Future Work Forum is simple. Successful leaders care about their people. Not because they like to see happy faces or want to be popular with the public, but because it’s good for business. People who enjoy their jobs and are willing to try new things are a valuable resource, particularly in times of change. Those who are stuck with a boss they hate and will avoid work where possible are probably part of a failing organisation and certainly a sign of failing leadership.
Focus Group Discussion
The focus group was help on June 11th and here are some of the comments made in that discussion…
