We are experiencing an unprecedented leadership crisis.
That’s what Sebastian Salicru argues in his new book, Leadership Results: How to Create Adaptive Leaders and High-Performing Organisations for an Uncertain World. We are living in a world where leaders are more likely to create “distrust, doubt, and dissent than confidence and engagement.”
Read the news and it’s easy to see why he feels this way.
86% of the world’s experts agree we are experiencing a leadership crisis.
Sebastian is the founder of PTS Consultants and works with executives and organizations to deliver exceptional results. I recently spoke with him about his new research.
Why is leadership experiencing such a crisis moment with increased skepticism and a marked loss of trust?
The main reason is that traditional approaches to leadership are no longer working, the game is changing and current leadership practices are outdated.
Most people think societal and economic systems are no longer working – they have had enough! Declining confidence and trust in leaders, and the consequent low levels of employee engagement, have become a problem for governments, industry—including banks—and even non-government organizations.
The 2017 Edelman Trust Barometer, which samples more than 33,000 respondents from 28 countries, found people’s concerns center around corruption, globalization, immigration, an erosion of social values and the pace of innovation. Not surprisingly, CEO credibility is at its lowest level ever. It has dropped 12 points globally to an all-time low of 37 percent, declining in all countries surveyed, and government leaders (29 percent) remain least credible. “The gap between the trust held by the informed public and that of the mass population has widened to 15 points, with the biggest disparities in the U.S. (21 points), U.K. (19 points) and France (18 points). The mass population in 20 countries distrusts their institutions, compared to only six for the informed public.”
The growing multibillion dollar leadership development industry is failing to deliver results, and according to the 2016 Harvard Business Review article ‘Why leadership training fails—and what to do about it’, corporations have become victims of ‘the great training robbery.’
Beyond research, the briefest glance at the television news or newspapers paints a vivid picture of the global leadership crisis, with escalating trends of violence, depravation, injustice, coercion and the abuse of power – pervasive images to dismay even the most casual viewer.
Clearly, our leaders are ill-prepared to fulfil what is required of them, and we are not getting the expect results we expect. Hence, the title of my new book: Leadership Results: How to Create Adaptive Leaders and High-Performing Organisations for an Uncertain World.
Based on my 20-plus years of working in management education and leadership development, I see it only deepening. I know we can do better. We needed to re-think leadership.