How to lead in these complex times

Less hierarchy, more consciousness because modern leadership is about serving, connecting, transforming… and truly listening to the team you guide

Leading in today’s uncertain world

The 21st century has placed us face-to-face with a paradox. While artificial intelligence, automation, and hyperconnectivity accelerate change, the deepest human needs —belonging, trust, and empathy— remain the same. Yet we live in a world that moves at dizzying speed, where uncertainty overshadows what we once considered safe or predictable. Leadership today can no longer rely on rigid hierarchies or personal charisma. To lead is to navigate through turbulence, to facilitate ecosystems of collaboration, and above all, to sustain a clear and shared purpose.

Contemporary leadership is not a position or a title; it is a symbiotic relationship with the environment, where human and technological intelligence —including AI— coexist. Change demands this new paradigm.

Ariana, 24, environmental biology student (Spain), shares her view: "For me, to lead is to care. It’s to think about how our decisions impact others and the planet. A true leader is not the one who commands the most, but the one brave enough to act with awareness, even if it means going against the current."

The evolution of leadership: From authority to service

For centuries, leadership was conceived as a set of “innate” traits: charisma, strength, personal vision, and determination. It was an idealized image of the leader as a near-mythical figure, destined to wield power and control his or her environment.

However, behavioral sciences and contemporary neuroscience have challenged this reductionist vision. Today we know that effective leadership is not inherited; it is built, cultivated, and above all, learned. The true essence of leadership is no longer found in the ability to impose, but in the ability to inspire. Not in blind authority, but in the capacity to facilitate the growth of others. Modern leadership is less about accumulating power and more about redistributing it, so that everyone involved benefits. It promotes collaboration over competition, and sees success as something collective, not individual.

Types of leadership

Today, we talk about forms of leadership that go far beyond traditional hierarchies: Adaptive or ambidextrous leadership thrives in rapidly changing, complex environments. The adaptive leader not only maintains direction but redefines it as new challenges emerge. This type of leadership balances long-term vision and innovation with short-term execution, combining disruptive thinking with practical action.

Servant leadership understands that its primary role is to empower others, creating a space where people can grow, contribute, and eventually lead themselves.

Change-agent leadership is never solitary. It feeds on intelligent networks—human and artificial—leveraging collaboration to achieve sustainable and ethical results. This style fosters trust in times of uncertainty, generates cohesion during turbulence, and rests on the premise that true power lies in serving, connecting, and transforming, rather than imposing rules and limitations.

This contemporary approach to leadership invites us to rethink not only how we lead but also how we see ourselves. More than ever, effective leadership is a process of constant learning, reflection, and adaptation, where emotional, social, and cognitive skills come together to create inclusive, ethical, and sustainable leadership—leadership that not only faces change but uses it to create environments where everyone can thrive.

Leonel, 26, tech entrepreneur (Argentina), reflects: "Leading today means adapting quickly and knowing how to bring together different intelligences. I don’t believe in the boss who ‘knows it all,’ but in the one who knows how to surround himself well, delegate, and build something meaningful for everyone."

Artificial intelligence as an ally of leadership

The digital revolution —especially with the rise of Artificial Intelligence (AI)— has profoundly transformed the profile of today’s and tomorrow’s leaders. Traditional competencies such as technical knowledge, financial management, or negotiation skills are no longer enough. Today, an effective leader must also be digitally and ethically literate, capable of understanding both the potential and the limitations of AI, integrating it as a powerful tool without abdicating moral responsibility. Numerous studies indicate that AI is already reshaping the way authority is exercised, information is analyzed, and power is distributed in organizations. AI will not replace leaders, but it will radically change how they lead (Wilson & Daugherty, 2018).

A 21st-century leader must learn to delegate tasks to algorithms without ceding moral judgment or the organization’s purpose. AI can process data at speeds and scales no human brain can match, offering predictive analysis, automated diagnostics, logistics optimization, and decision-making scenarios. Yet, AI lacks consciousness, intuition, values, and empathy (Floridi & Cowls, 2019). That is why the modern leader must avoid two extremes: becoming either a blind technocrat or a technophobe. Instead, the leader becomes a sensemaker, a bridge between automated knowledge and human wisdom. This metaphor of sensemaking, which comes from the crossroads of philosophy, leadership, communication, and knowledge management, has become particularly relevant in high-complexity environments. A sensemaker does more than organize data or make decisions; they create meaning, connecting information, human relationships, and processes in a way that allows purpose and clarity to emerge.

This approach calls for a new kind of AI learning, not just technical, but philosophical and emotional. Leaders must ask themselves: When should I automate, and when should I intervene personally? How do I prevent algorithms from replicating social or ethical biases? Which decisions must remain human, even if AI could make them faster? Leaders and organizations must develop a “smart complementarity”, leaving to AI what it does best —big data analysis, hidden pattern recognition, and operational efficiency— while reserving for humans what no machine can replicate: moral creativity, prudent judgment, compassion, and accountability.

Both the UN and UNESCO have warned that, without ethical leadership, the expansion of AI could deepen inequalities, biases, and exclusions if clear principles of fairness, transparency, and human oversight are not applied (UNESCO, 2021).

Thus, leading in the age of AI is about cultivating a wise and critical relationship with technology. Not from fear and not from idolization, but from discernment. To know when to let the algorithm speak and when to prioritize human listening. To know when to optimize a system and when to accompany an emotion. To decide when to automate a process… and when to look someone in the eye. AI is not the end of human leadership. But it is its most urgent redefinition. In this new horizon, the true leader will be the one who can integrate data with meaning, efficiency with ethics, and the future with humanity.

The case of David A.

David A., 34 years old, is a sales manager at an elevator company. He visits the organizational psychologist, a 45-year-old professional. After the initial greeting and establishing rapport…

David (visibly uncomfortable): "I know I don’t have a clinical problem. I’m not here for anxiety or depression. But… I feel that my personality is affecting me at work. I’m very reserved, even shy. And that… doesn’t seem to fit what they expect from me as a leader."

Psychologist (nodding gently): "Thank you for your honesty, David. The fact that you’re here is already a sign of self-leadership. Could you tell me more about how this conflict shows up?"

David: "Well, I was promoted six months ago to sales manager. I manage 12 people, all with college degrees, and some with very strong personalities. There’s pressure for results, and I feel like they expect more 'presence' from me… more dominance… sometimes even aggressiveness. But that’s not who I am. I struggle to speak in large meetings, I find it hard to assert myself. And I feel like I lose authority because of it."

Psychologist: "I see. And how has your performance been over these months?"

David: "In terms of results, good. We’ve met our targets. But inside, I feel like I’m not really leading, just coordinating. And that frustrates me. I compare myself to other, more charismatic managers, and I feel like an 'impostor.'"

Psychologist: "David, what you’re describing is very common. We live in a culture that associates leadership with extroversion. But leadership is not a personality trait—it’s a practice. Some of the most effective leaders are introverts. The key question is: how can you lead from your authenticity, instead of what you think a 'leader' is supposed to be?"

David (reflecting): "I’ve never thought of it that way… I spend so much energy trying to 'look' like a leader, that maybe I’m not being myself. But… how can I lead if I find it hard to speak in public or be confrontational?"

Psychologist: "Not all leaders have to raise their voices. Some lead through listening, strategic clarity, and one-on-one connection. Have you noticed whether your team trusts you?"

David: "Yes. They come to me for advice, even share personal things… I feel they trust me. But I struggle to make tough calls, like disciplining someone or saying no."

Psychologist: "That’s something we can work on. Firmness is not incompatible with empathy. Shyness is not weakness, it’s sensitivity. You can turn it into a strength if you learn to set boundaries with clarity and respect. Would you like us to explore a style of leadership that feels more like you, and less like a stereotype?"

David (with a hint of relief): "Yes… I think that’s exactly what I need. To stop acting like someone else… and start leading as myself."

Psychologist: "That’s what true leadership is leading yourself first. Welcome to the process."

Psychologist’s strategy

The intervention plan involves: 2–4 sessions of self-recognition and acceptance, reframing shyness as a form of valuable sensitivity and dismantling the sense of professional inadequacy. Using Cognitive Behavioral Therapy (CBT) techniques to identify and reformulate distorted beliefs like: “A leader must be extroverted” or “If I’m quiet, people won’t respect me.”

Co-creating an inventory of strengths, highlighting David’s proven leadership skills: The trust he inspires, his achievement of objectives, and his individual management of collaborators.

Developing communication and assertiveness skills over 4 sessions, to help him: Speak clearly and firmly, in his own tone, without imposing or mimicking others. Use role-playing and social skills training to practice saying “no” empathetically and making unpopular decisions without losing connection.

Training in “calm presence” and mindfulness under pressure, including breathing techniques, body control in meetings, micro verbal and nonverbal cues like eye contact, posture, and confident but gentle tone. By the end, David would design a personal leadership style aligned with his values and authentic personality, integrating the new skills and building his own leadership narrative, ready to implement concrete actions in the workplace.

Ecosystem leadership: from “me, myself, and I” to “we”

 One of the most transformative ideas in contemporary leadership studies is the shift from an individualistic to an ecological and relational paradigm. It is about leaving behind the heroic, isolated leader, the one who concentrates vision and power, and giving way to a new type of leadership: ecosystem leadership. In this model, it is no longer about having obedient “followers” or maintaining rigid hierarchical structures. Instead, leadership is about facilitating horizontal collaboration, where each member contributes from their uniqueness and shared responsibility. Organizations are now understood as living, adaptive, complex systems, not predictable machines. Therefore, to lead no longer means controlling every variable, but creating the conditions for collective intelligence to emerge, continuous innovation to flourish and mutual trust to grow. As authors Margaret Wheatley (2006) and Otto Scharmer (2009) have shown, the ecosystem leader is above all a facilitator of connections, a cultivator of meaningful relationships, and a guardian of the shared purpose.

Key values of ecosystem leadership

First, autonomy with responsibility, where each member acts freely but remains aligned with a shared purpose. Second, interdependence, recognizing that no part can thrive if the whole deteriorates. Third, mutual learning, a scenario where everyone teaches, everyone learns, and everyone transforms. Instead of imposing vertical decisions, the ecosystem leader listens deeply, detects emerging patterns, nurtures networks of trust, and acts as a catalyst for collective processes.

From commander to gardener

The metaphor is no longer that of a general barking order across a battlefield, but of a gardener nurturing life within an interdependent ecosystem: preparing the soil with care, tending to the environment, pruning only what is needed, and trusting in the quiet, unstoppable vitality of the collective. This model is not only ethically desirable, but more effective in contexts of high complexity and uncertainty. According to the MIT Center for Collective Intelligence (Malone, 2018), organizations that embrace distributed leadership and open collaboration networks consistently outperform those based on centralized command. As Frederic Laloux (2014), pioneer of “Teal” organizational models, emphasizes: Ecosystem leadership does not rule from above but it “holds the space” where collective wisdom can emerge and thrive.  Recent social neuroscience research confirms that cooperative, empathetic, and autonomous environments increase creativity, resilience and team psychological well-being (Lieberman, 2013; Rock & Cox, 2012). In other words, leading from the “we” is not only more human but also more intelligent. Adopting this new paradigm does not mean losing leadership, but redefining it. True power no longer lies in control—but in building conscious communities capable of transforming themselves and their environment.

Ismael, 25, data engineer (Colombia), reflects: "A true leader today has to understand technology, but also emotions. Because having all the information is useless if you can’t connect with people and generate trust."

The human factor: Purpose, connection, and generations

In a world where artificial intelligence, predictive algorithms, and automation are becoming increasingly dominant, truly transformative leadership turns its gaze back to the essential to the human condition. The more automated and digitalized our work environments become, the more valuable the human qualities that cannot be replicated by AI as empathy, intuition, emotional creativity, ethical judgment and the ability to build shared purpose (Pink, 2009; Harari, 2018). Recent studies confirm that emotional connection, authenticity, and a sense of purpose are not “soft” values, but they are strategic competitive advantages. According to Gallup (Clifton & Harter, 2019), employees who perceive purpose in their work report 64% higher satisfaction and 50% lower risk of burnout, occupational phenomenon officially recognized by the World Health Organization (WHO).

Leading across generational change

Modern leadership must also acknowledge a tectonic shift already underway: the progressive entry of Generation Z into decision-making spaces. These are young people born hyperconnected, exposed to multiple global crises, with a strong awareness of diversity, mental health, and social justice. This generation does not accept hierarchical structures by default, nor authoritarian leaders by tradition.

According to studies by Deloitte (2023) and McKinsey (2022), Generation Z demands an authentic leadership aligned with their values, clear, transparent, and horizontal communication, real balance between professional success and emotional well-being; also, meaningful participation in decisions that affect them and inclusion, purpose, and ecological awareness

Jean M. Twenge (2017) has documented how younger generations are redefining the concepts of career, authority, and happiness, implying that to lead them requires unlearning vertical patterns, opening spaces for co-creation and building more human, horizontal, and bidirectional relationships. Today’s leaders does not impose, they earn respect through coherence, presence, and responsible vulnerability.

Matías, 27, High School Teacher (Chile), shares his perspective: "For me, leading is teaching by example. To be fair, to be firm, but also to be empathetic. It’s not about having all the answers, but about creating an environment where everyone can grow."

Essential competencies for leading with humanity

21st-century leadership does not demand omniscience or perfection, but it does require a lucid combination of skills that merge effectiveness with human sensitivity. Far from being optional, these competencies form the core of ethical, adaptive, and sustainable leadership in complex, changing, and culturally diverse environments. To lead today is not only to manage processes or achieve goals, but to lead people and transform contexts with awareness, presence, and purpose.

Some of the essential competencies that define the new “alphabet” of humanized leadership include: 1. Emotional Intelligence (Goleman, 1995), the ability to recognize, understand, and regulate one’s own emotions, the capacity to interpret and respond appropriately to others ‘emotions. Emotional intelligence builds relationships based on empathy, trust, and mutual respect: the foundations of any healthy team.

2. Critical and Creative Thinking (Robinson, 2011) or the ability to question assumptions, detect biases, imagine alternatives, and solve unstructured problems. This skill allows leaders to see beyond the immediate, design new paths where others see obstacles, and foster a culture of responsible innovation.

3. Agile Learning (Heifetz, Grashow & Linsky, 2009) because in a world in constant flux, leadership requires unlearning what no longer works, adapting quickly, and relearning with humility. The agile leader does not cling to control, but navigates uncertainty while keeping the compass of purpose.

4. Ethical Judgment (Ciulla, 2004) means acting with integrity, weighing the human, social, and environmental impact of each action. Leadership is not just about effective decisions, but about right decisions.

5. Strategic Empathy (Baron-Cohen, 2011) is the ability to connect with others from their reality, integrating interpersonal understanding with organizational vision. It is feeling what moves the other without losing sight of what moves the collective.

6. Transparent Communication is especially crucial in contexts of crisis, change, or ambiguity. Clear, timely, and compassionate communication builds trust, reduces collective anxiety and strengthens the leader’s credibility

7. Humanized Technological Knowledge (Floridi, 2022) or understanding the functioning, scope, and ethical implications of technology, especially AI. It is not about coding but knowing when and how to integrate digital tools without dehumanizing processes or delegating moral judgment to algorithms.

These competencies are not learned from manuals or leadership programs alone. They are cultivated through internal discipline, self-observation, humility before the unknown, and a constant willingness to learn—from others and from oneself.

To lead with humanity is a continuous exercise of presence, listening, and coherence. Because in the end, what distinguishes a true leader is not their control over external variables, but their ability to sustain what is human in the midst of uncertainty.

Women in corporate leadership

According to the latest Global Gender Gap Report (WEF, 2024) from the World Economic Forum, only 29.5% of senior management positions worldwide —among people with tertiary education— are held by women.

New data from the Inter-Parliamentary Union (IPU) and UN, Women reveal that progress has been slow, and men still dominate the top decision-making roles. Additionally, LinkedIn data from late 2024 indicates that only 30.6% of leadership positions —including vice presidencies and executive-level roles— are held by women, showing that the glass ceiling remains intact even in highly professionalized industries. In the United States, a McKinsey report highlights that although women’s representation grew from 17% in 2015 to 29%, their presence at the top is still far from parity. The gap is most evident at the summit of corporate hierarchies: In 2025, only 6.7% of board chairs and about 5% of global CEOs are women (Digital Defynd analysis). The higher the organizational ladder, the fewer women remain, suggesting the persistence of structural, cultural, and unconscious bias barriers.

Female political leadership

On the global political stage, women hold only 23–25% of key seats and leadership roles, such as speakers or ministers, and represent just 10–12% of the highest positions as heads of state or government (McKinsey, Digital Defynd).

In the United States, among state legislators, women make up around 33%, but few chair key committees (AP News). In the 119th Congress (January 2025), women represent 28% of voting members across both chambers. In the House of Representatives, there are 125 women out of 435 seats (28.7%), and in the Senate, 26 women out of 100 seats, a historic record.

Among state legislatures, 2,451 women hold seats out of 7,386 total, representing 32–33%. For context, in 1980, only 10.8% of state legislators were women, which meaning representation has nearly tripled in a single generation.

Why the gender gap persists

Several factors continue to impede women’s advancement, including the “leaky pipeline” effect, particularly visible in countries like Japan, where women often pause their careers for child-rearing—on average, for four years. Companies such as Toyota eventually reinstate them, but during this gap, male peers advance in promotions, creating a structural disadvantage. This leads to succession bottlenecks and allows high-level positions to remain predominantly male, while leadership pipelines rarely include enough women. Another factor is cultural and perceptual bias: female leadership styles are still scrutinized more harshly by decision-making bodies that are mostly male.

Women in leadership: Impact and opportunity

Even though women remain underrepresented, their impact is undeniable. Companies with at least 30% female leadership are up to 12 times more likely to achieve high financial performance. In India, organizations with strong diversity metrics report up to 50% higher profitability. In the UK, 43.4% of board seats in the top 100 companies are now held by women, and firms with female executives show improved social and financial performance.

The evidence is clear: Greater female participation leads to better organizational results and enhanced social sustainability. It also aligns with ethical imperatives of justice and equality. Although progress is visible, true parity remains a goal—one that must be achieved before this century ends.

Leading as an act of consciousness in an uncertain world

Leading today is not a task for fragile egos or authoritarian wills. It is a profound, serene, and lucid responsibility, a call to transform power into possibilities, and probability into purpose. In this time of transformation, where maps blur faster than new paths are drawn, leadership is no longer measured by how many obey, but by how many awaken to their own capacity to transform.

A conscious leader does not seek obedience but collaboration. They do not impose certainties, they cultivate questions. To recognize that we do not have all the answers does not weaken us, it humanizes us, it connects us, it makes us better guides. Today, more than ever, we need leaders who think deeply and feel with clarity. Leaders who see in every human being a possibility, not a threat, who understand that technology without ethics is only noise, and knowledge without compassion is sterile.

Our invitation is clear

That every leader —in politics, business, schools, science, or family— becomes a catalyst for the common good. That they embrace complexity without abandoning hope. That they integrate artificial intelligence with emotional wisdom. That build ecosystems where growth is no longer a competition but a collaboration. Because to lead is no longer to command, It is to plant without imposing, to inspire without owning, to transcend without needing recognition. Above all, to lead is to resist indifference, it is choosing —again and again— the right thing, even when no one is watching. It is leaving an ethical, human, and lasting footprint… even if invisible to algorithms, even if it never appears on a balance sheet. To lead, ultimately, is an act of consciousness. In these conflicted times of hesitation and distrust, consciousness is what shines the brightest…

If you wish to explore this subject more deeply, consult us, or engage in conversation, you can write to psicologosgessen@hotmail.com. Until our next reflection…May the Divine Providence of the Universe accompany us all.

María Mercedes y Vladimir Gessen, psicólogos

(Authors of “Who or What Is the Universe?”, Mastery of Happiness,” and “The Things and Changes Life Brings”)