Leadership, Organisations

A crisis in organisational leadership?

  • 9:43 am
  • August 7, 2025

While more money is spent on Leadership Development than on any other area of corporate learning:

71% of companies do not feel that their leaders are able to lead their organisations into the future.

Only 18% say that their leaders are “very effective” at meeting business goals. Some of the crisis is generational, with 10,000 Baby Boomers retiring every day and two-thirds of millennials looking for a new job. Despite the expenditures, the statistics indicate that succession plans are failing, and 58% of organisations have it as top priority to close leadership skill gaps. [ref]Brandon Hall State of Leadership Development 2015[/ref]

What if we have been looking in the wrong direction for the response to this problem? What if the solution lies in a different approach?

From Bosses to Leaders to …..

Nearly all the books on leadership have been written in the last 30 years. Before that we didn’t have leaders; we had bosses. The leadership training and coaching industries have developed since then. I suggest two primary reasons for this.

  1. Companies began to think that people and their motivation was important, that they might be more effective, or might simply leave if they found it elsewhere.
  2. The world became more complex and we needed technical experts who might know more than their bosses. Telling people what to do was an inadequate skillset. So far, so good

The statistics above suggest that the new model is failing. In general, how much better is our leadership now than it was then? If you are a leader, do you feel that more is being asked of you than is within your capacity to deliver? If you are looking at those around you, do you see leadership that feels truly fit for purpose, or just the best that you can get?

My contention is that leadership as a concept is reaching its limits. However much it has improved, all the indications are that we are falling short more than ever. Stress levels are higher. The unpredictability and complexity seem always to be a step ahead. The average tenure of a FTSE 100 CEO is 5 years. Sustainability doesn’t live here.

Where is the intelligence of an organisation?

I have been thinking lately about sunflowers. You probably know that these plants turn their face to the sun as it moves through the sky – in French they are even called “tournesol”. You are also likely to have been taught that the plant kingdom doesn’t have brains. So where is the leadership in a sunflower? Science doesn’t quite know yet as it hasn’t even been looking, but a leading researcher, Michael Pollan, says this, “They have analogous structures. They have ways of taking all the sensory data they gather in their everyday lives … (they) integrate it and then behave in an appropriate way in response.” And there is more – they seem to hear without ears, to remember and to learn from experience. [ref]https://www.pri.org/stories/2014-01-09/new-research-plant-intelligence-may-forever-change-how-you-think-about-plants[/ref]

Poorly informed leadership

There has been a basic assumption until now – that the brains of an organisation are, or need to be in its leaders. But leaders can only see part of the picture and they work with information that is pre-filtered. At best it is limited to the questions that they ask or the data that has been programmed as necessary, at worst distorted by chains of communication and systemic biases. So who would spot the unexpected? The leadership model is one that ensures intelligence will be constrained.

Please don’t misunderstand. I am not arguing here for flat organisations, turgid consensus (heaven forbid) or getting rid of leaders. But simply developing leaders is not getting the job done, because that doesn’t in itself awaken the organisational intelligence. We have to see the organisation differently and we have to look at what would increase its capacity; its knowing; its ability to bring in data from its environment and to act responsively. There is a reason for using the sunflower image – somehow our organisations need to be able to know where the sunshine is, without having to be told.

Create the conditions for your organisation to lead itself

To extend the analogy, think of your organisation as if it were a forest. Don’t just see the trees, either, look at the soil filled with worms and beetles, micro-organisms, lichens and fungi. Include the birds and rabbits (or whatever), the ferns and bushes, grasses and vines. It is estimated that a single mature oak may support several hundred species. Each tree grows in response to available light, rainfall, wind. Beech trees share nutrients with each other.   The entire ecology is a sensing, adaptive system, and as Nora Bateson has observed “When we look to nature for models, we find that there is not an ecology that would accommodate the existing model of leadership.” [ref]Nora Bateson “Small arcs of larger circles”. P 83.[/ref]

Richard Branson is a distraction

In the evolution of organisations, our model of leadership is one step up from bosses in a journey that needs to continue further. Today’s complex and fast-changing world needs more than leaders. Humans are used to the old ways, to thinking that somewhere there is a Moses who will lead us to the Promised Land. Occasionally special people show up and we all-but-worship them, Steve Jobs, Richard Branson or whomever you admire. We read their biographies and look to learn their special formulae but I suggest that these people distract our attention and support a mythology. We expect the same of our politicians. Is it surprising that we are regularly disappointed in both areas?   Isn’t the truth that this is too much to expect, and that perhaps we need a different approach?

The alternative: awakened awareness

The good news is that there are other ways. It is possible for organisations to become more intelligent. To a huge extent the intelligence is already there, latent, dormant and held in check. You can release it. And while it may seem that there is never sufficient information – that we don’t know what we need to know – this too is largely a mythology. It is possible to open up the system to be more aware of itself and its environment. This is not done by Big Data and AI. Information systems can be a support, but when data still has to pass up a chain and to be examined by a committee, it is not responsive. In addition you are always at risk of being blindsided by the data you are not collecting, the questions you didn’t think to ask. Outsourcing the brain isn’t an answer; humans don’t manage forests as well as forests do. We have to in-source, or re-source.

There is no cookie-cutter for this work and no predetermined timescale. The organisation knows how fast it can go, which change is needed first and how much it can handle without disruption. It only needs to see itself more clearly. There are many ways to develop the awareness, to detect the blockages and to find fresh ways forward.

I/we can’t give you answers, but we can help you find what questions to ask, and to ask them in ways that reveal what you need to know. If you know that you need something more, new and different, something fundamentally empowering and given time, potentially transformative, start with an open-ended conversation in the comments below.  We are eager to explore with you.

To what extent do you agree that we’re in a crisis in organisational leadership? and, what would it take for your organisation to act responsively to new data it finds in the external environment? Tell us your thoughts in a comment below, perhaps referring to your perspective on the future of leadership in your business.

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Jules brings over 45 years of experience to boosting people’s motivation and purposeful contribution to their roles and organisations. With first-hand experience of senior leadership in the private and non-profit sectors and 15 as a consultant.

Jules designs and delivers leadership development and partnering programmes for all levels of leaders and managers. Trained to coach individuals and teams to build trust, techniques and resilience in a volatile and complex world. Clients include Arup, Philips, PwC, Aegon, British Council, and both Universities in Sheffield.

Jules specialises in bringing personal insight and awareness to individuals and teams to help transform their effectiveness and productivity. Jules brings humanity and lightness to the serious work of deepening understanding between people and developing the skills and mastery needed for cooperation to thrive.
Pete has over 20 years of experience helping individuals and organisations achieve their aims. He works with individuals, teams, and entire organisations to this end and has worked with organisations across the public, private, and non-profit sectors. Previous clients include Barclays, Boston Consulting Group, HSBC, KPMG, and the UK and Singapore Civil Services.

His speciality lies in the area of Embodied Leadership and Somatic Coaching, where he has written a book and completed a PhD. In addition, he works with conflict in organisations, an area where he has a keen interest. He has many years of experience in action and self-managed learning processes and supervises PhD students on Hult Ashridge’s Doctorate in Organisational Change.

Pete lives in Brighton with his wife and young daughter, reads widely, loves to cook, and practises martial arts.
Lycia’s work is about unlocking potential in pursuit of our dreams to make the world a better place. Her focus is on teams and the magic of what people achieve together.

She takes a systemic approach that shines a light on the deeper dynamics influencing our perception and choices. She accompanies and resources leaders and ‘top teams’ in their role as shapers. She helps groups build cultures for innovation and extraordinary partnership. She helps people explore resistance and stuckness, and what is limiting their success and fulfilment. People are able to act with more awareness, alignment, impact and ease.

Lycia works with groups of all flavours and sizes, sectors and industries.
She is somewhat of a complexity nerd, and is certified in Leadership Circle and Collective Leadership Assessment, the Organisation Workshop (the work of Barry Oshry) and has trained continuously since 2011 in systemic constellations.
With 20 years’ experience working in the international arena, James has coached leaders of international organisations and multinational corporations for performance enhancement in multi-cultural settings and develops the capacity of senior management to work productively in diverse teams.

As a facilitator, James excels in working in multi-cultural, multi-disciplinary teams using innovative, solution-oriented methodologies. He facilitates multi-stakeholder processes to co-create joint strategies and plans for joint ventures, mergers and collaborative poverty reduction strategies. In order to ensure success of these plans, James provides coaching on change management, organisational culture and performance management.

James uses a range of coaching tools and techniques which support learning and performance and has certificates in Systems Coaching, embodied Coaching and Constellations. Clients include JP Morgan, Daimler FS India, Pertamina, The Australian Embassy in Jakarta, Kantar, IFC Hong Kong and Bank Negara Indonesia.
Patricia is a deep listener, being able to see what is really needed and alive beyond what is initially said or seen (making the invisible visible). She establishes a safe and inviting learning space where people feel comfortable to step out of their comfort zone and stretch themselves to the edges of their abilities.

She designs learning programmes, workshops and coaching interventions that are fit to the challenge of growing people and that are fresh, engaging and motivational and she facilitates with compassion, depth and humour. She is a ICF certified coach, specialising in systemic coaching of organisations and individuals.

She has over 20 years business experience, including as head of Learning and Development for a large bank before starting her own business in leadership and organisational development - consulting, training, facilitating and coaching. Her clients are globally spread in different industries and sectors including finance, automotive, insurance, pharmaceutical, supply chain, manufacturers.
Jaroslav has been developing leaders for over 20 years during which he designed and delivered more than 10,000 hours of global development programmes, coaching sessions, workshops and learning interventions for clients such as Bayer, HSBC, Shell, Mars, Vodafone, Microsoft, Ford, KPMG and Accenture.
He specialises in leadership coaching, innovative learning design and helping people successfully partner with AI in their life and work.

Jaroslav has personally coached close to 500 senior and mid-level leaders on topics such as improving performance, career progression, building a high-performing team and others. He has designed and built numerous self-paced and cohort-based online development programmes, which include virtual coaching and delivery.

He has also been trained as a futurist at Singularity University and spent close to 10 years training and coaching future-focused innovators, entrepreneurs, business owners and thought-leaders globally.
Celine is a coach, consultant and facilitator, working with change-makers to reshape the world of work, business and society. With 30 years’ experience across brand strategy, sustainability, organisational development and coaching, Celine works with leaders and teams to align Purpose, Meaning and Impact. Her clients include large corporations, NGOs, charities & foundations & educational institutions.

Celine is a certified practitioner and trainer with Map of Meaning International, bringing a powerful framework for cultivating meaningful work at individual, team and organisational levels. She is also the founder of Meaningful Futures, a social innovation project giving young people the skills and confidence to craft meaningful and regenerative careers.

Celine holds an MSc in Responsibility and Business Practice and advanced coaching qualifications. She draws on a wealth of experience in personal transformation and systems thinking to help clients build confidence and clarity to lead complex change from who they are, or put simply: to be themselves and do what matters.
As a facilitator, Louie’s practice includes the design and delivery of structured learning solutions for organisations and teams for both local and international companies located in the Philippines, wider Asia region and the world.
His interests are in the realm of leadership, individual and team development. Louies 22 years of experience includes working with middle management up to the C-suite level. As a coach, Louie combines somatic practices to support his clients in understanding the connection of mind, heart and body. He uses a wholistic approach as a base to provide space for sustainable change. He encourages people to break barriers, challenge what is current and move them to a space of choice and action.

Louie’s training and education involve Somatics, Emotional Intelligence, Interactive Strategies, Action Reflection Learning, NLP, Spiral Dynamics, Improvisation, Transition Coaching, Appreciative Inquiry and he is a certified coach.
Dick brings over 30 years of experience helping organisations navigate complex change and is passionate about helping people engage in purposeful work in a meaningful way.

He delivers leadership development programmes, coaching individuals and teams to build capability, confidence and resilience in a changing world. Recent clients include Arup, Aegon, Zurich, Prudential, and Phillips, with experience spanning from new managers to senior leadership and board level.

His work focuses on systemic approaches to organisational transformation, new ways of working such as self-managing systems, and effective governance. Dick brings a calm, grounded presence and is known for his ability to hold space for deep reflection and practical progress.
Laura specialises in embedding growth mindset at the heart of how organisations operate, lead, and evolve. Her mission is to help people and their organisations become more adaptable in today’s complex world, without the disruption and resistance that often accompany traditional change programmes. By fostering a culture of continuous learning, resilience, and psychological safety, Laura empowers individuals and teams to challenge assumptions, shift behaviours, and drive sustainable transformation.

With over 20 years of commercial experience, Laura brings a unique blend of strategic insight and human-centred practice. Beginning her career at Unilever, she has since worked across many sectors, including Infrastructure, Defence, Finance, Healthcare, Energy, and Government - leading large-scale programmes and enabling leadership development from graduate to C-suite levels. Her work focuses on equipping people with the skills and mindsets needed to lead change, collaborate effectively, and perform at their best in uncertain environments.

Laura loves horse riding and rowing and has 2 young children that occupy much of her spare time!
Since 2000, Beth has been a consultant, coach and facilitator. Beth has coached C-suite executives all over the world. She coaches leadership teams, including those in start-up or transition. Beth has also been part of the development staff in many leadership faculties for multinational organisations such as Shell, Philips, Adidas, Jollibee Food Corporation, British Petroleum and others. Her ability to work across multiple cultures has been honed through her leadership responsibilities as a global senior executive at Johnson & Johnson and through worldwide and regional assignments in leadership development for a range of multinationals as a programme developer and executive coach.

Abundant energy and physical stamina, Beth has an infectious but grounded energy. Her communication skills carry her comfortably from the lecture hall to the boardroom. Her coaching skills can give an invaluable boost to rising, or temporarily sputtering, organisational stars. She has been recognised for her unique ability to draw out extraordinary performance in organisations and teams with diverse members.
Jon’s early career designing applications led to him becoming IT director for a market-leading multinational. His systemic perspective, allied with a background in psychology and subsequent leadership experience inside major organisations was followed by intensive learning in personal development, values systems and multiple intelligences. Brought together, these create a transformational perspective for understanding and developing organisations as living systems.

Jon is a master trainer in Spiral Dynamics, a founder director of the UK chapter of Conscious Capitalism and a certified Spiritual Intelligence coach. He is the author of several books and articles and is developer of Relational Being, a visionary whole-systems approach to evidence-based spirituality, complexity science, human emergence, societal change and conscious business. This breadth of experience and deep understanding informs his work as a consultant, coach, trainer and facilitator
Jon Freeman, UK

Jon’s early career designing applications led to him becoming IT director for a market-leading multinational. His systemic perspective, allied with a background in psychology and subsequent leadership experience inside major organisations was followed by intensive learning in personal development, values systems and multiple intelligences. Brought together, these create a transformational perspective for understanding and developing organisations as living systems. Jon is a master trainer in Spiral Dynamics, a founder director of the UK chapter of Conscious Capitalism and a certified Spiritual Intelligence coach. He is the author of several books and articles and is developer of Relational Being, a visionary whole systems approach to evidence-based spirituality, complexity science, human emergence, societal change and conscious business. This breadth of experience and deep understanding informs his work as a consultant, coach, trainer and facilitator.