{"id":6857,"date":"2023-03-02T22:03:19","date_gmt":"2023-03-02T22:03:19","guid":{"rendered":"https:\/\/business.udemy.com\/?post_type=resources&p=6857"},"modified":"2025-12-11T07:07:07","modified_gmt":"2025-12-11T07:07:07","slug":"reimagining-leadership-development","status":"publish","type":"resources","link":"https:\/\/business.udemy.com\/resources\/reimagining-leadership-development\/","title":{"rendered":"Reimagining Leadership Development for Today’s Workforce"},"content":{"rendered":"\n

Great leaders create a culture where employees \u2014 and the company \u2014 thrive. They double employee engagement [1<\/a>], and engaged employees increase profitability 23% [2<\/a>]. Skilled leaders encourage employees to stay longer, reducing hiring and onboarding costs.<\/p>\n\n\n\n

Despite the clear connection between effective leadership and company success, organizations are failing to cultivate their leaders. Only one out of ten people naturally possess the talent to manage [3<\/a>]. We can\u2019t expect everyone who is promoted to thrive in a leadership role instantly. It takes intentional training, preparation, and time to help leaders of all experience levels succeed.<\/p>\n\n\n\n

But leadership development hasn\u2019t adapted to the demands of 21st-century business. The old take on leadership development is a \u201cstepwise, architected process,\u201d according to HR and workplace learning expert Josh Bersin [4<\/a>]. These programs can last years and require employees to spend too much time away from projects and teams. Today\u2019s business world demands a different approach where leaders can put learnings to use immediately.<\/p>\n\n\n\n

This guide explores the challenges of developing leaders for today\u2019s workplace and examines how leaders of hybrid teams can help them succeed.<\/strong><\/p>\n\n\n\n

Skills that set today\u2019s leaders apart<\/h2>\n\n\n\n

The traditional framework for leadership development often takes a cookie-cutter approach. As McKinsey puts it, \u201cToo many training initiatives we come across rest on the assumption that one size fits all and that the same group of skills or style of leadership is appropriate regardless of strategy, organizational culture, or CEO mandate.\u201d [5<\/a>].<\/p>\n\n\n\n

Today\u2019s workplace is dynamic and unpredictable, so leadership training must also adapt to these demands. Forget the rigid training curriculums of the past. Allow space for customization for a truly innovative training program.<\/p>\n\n\n\n

But there are a few foundational skills that will help leaders thrive in nearly any role. These skills ensure that leaders treat employees equitably, create a positive work environment, and maintain an open dialogue with their teams.<\/p>\n\n\n\n

Empathy<\/h3>\n\n\n\n

Successful leaders can tailor their management style to the needs of each direct report. This concept, known as \u201csituational leadership,\u201d relies on empathy and high emotional intelligence. Marie Deveaux<\/a> believes empathy drives performance. \u201cWhen managers are empathetic,\u201d Deveaux says, \u201cMore ideas get shared and more innovation occurs. Leaders must work to create an environment where people from different vantage points feel encouraged to get their ideas across.\u201d<\/p>\n\n\n\n

Research shows a connection between the emotional well-being of employees and their productivity [6<\/a>]. Emotions can be contagious. When employees witness unpleasant interactions between coworkers, they feel emotionally depleted.<\/p>\n\n\n\n

Empathetic leaders are skilled at reading how people are feeling and addressing problems before they escalate. Empathetic managers experience higher performance and less turnover on their teams.<\/a> High emotional intelligence helps managers motivate their team members and defuse tense situations.<\/p>\n\n\n\n

Communication<\/h3>\n\n\n\n

Leaders must feel comfortable shifting between different forms and styles of communication. They may need to persuade or convince others, deliver tough news, or coach their direct reports through challenges. Difficult conversations are not areas that those in leadership positions can shy away from.<\/p>\n\n\n\n

In fact, skillful leaders don\u2019t hesitate to communicate often with employees. Harvard Business Review explains why this is so critical. \u201cWhen leaders clearly communicate their expectations, they avoid blindsiding people and ensure that everyone is on the same page. In a safe environment, employees can relax, invoking the brain\u2019s higher capacity for social engagement, innovation, creativity, and ambition [7<\/a>].\u201d<\/p>\n\n\n\n

Beyond simply sharing information, leaders know how to ask the right questions and understand the value of two-way communication. They may provide broader context but also encourage their direct reports to make their own decisions. Leaders who have learned to ask good questions empower their teams rather than preventing progress.<\/p>\n\n\n\n

Inclusiveness<\/h3>\n\n\n\n

Leaders help define company culture and values through their actions. As our understanding of diversity evolves, there is a greater urgency for leaders to create an inclusive work environment. When they see their managers as inclusive, employees report increased engagement and job satisfaction, along with higher commitment to the organization [8<\/a>].<\/p>\n\n\n\n

Leaders need to take steps to promote psychological safety on their teams, where all experiences and viewpoints are welcome and employees feel free to voice their opinions and make mistakes without fear of punishment.<\/p>\n\n\n\n

\u201cManagers are dealing with the impacts of social inequality magnified by a pandemic, scrambling to support employees dealing with increased racial discrimination, those with mental health challenges made worse by stress and anxiety, and those who risk their lives to make a paycheck they can\u2019t afford to miss, to name a few,\u201d writes DEI consultant Lily Zheng in Harvard Business Review [9<\/a>]. So if creating an inclusive environment is a priority at your organization, you need to help leaders understand their role in addressing the issue and promoting these values.<\/p>\n\n\n\n

In addition, leaders need to be responsive to the expanding dimensions of diversity. Here are some of the dimensions that leaders should be aware of:<\/p>\n\n\n\n