Leadership 2026 – What is really changing

Writer: Jari Tourunen

Picture: Unsplash, Tom Parkes

In 2026, leadership is not changing because the world has become unprecedented.

It is changing because uncertainty has become a permanent condition.

Many organizations still have strong strategies, capable people, and solid structures. Yet execution falters, decision-making slows, and leaders become overloaded. This is not due to a lack of competence, but because the underlying assumptions of leadership have fallen behind reality.

Five developments currently stand out above the rest—both in research and in practical board work and executive search.

First, learning agility overtakes experience. Experience still matters, but it has become a hygiene factor. In times of transformation, what matters most is the ability to change one’s thinking, unlearn previously successful models, and receive feedback under pressure. Leaders do not fail because they lack skills—but because they do not learn fast enough when the context changes.

Second, prioritization has become a more critical skill than strategy itself. Few organizations fail due to the absence of strategy. Many more fail because they try to do too much. In 2026, strong leaders are not distinguished by what they initiate, but by what they dare to stop. Prioritization is an act of power—and therefore difficult, but essential.

Third, psychological safety and cognitive diversity have moved to the core of leadership. This is not about softness or pleasing others, but about decision quality. Organizations where differing views are voiced early make better decisions, especially under pressure. A leader’s role is to enable this—not suppress it.

Fourth, technology does not replace leadership; it reveals its quality. AI, data, and analytics are already part of leadership. The difference lies in whether they are used to support judgment or replace it. In 2026, successful leaders use technology to deepen understanding of people and phenomena—not to increase control.

Fifth, leader well-being is a strategic issue. Prolonged strain weakens learning agility, narrows thinking, and increases the likelihood of errors. Resilience, recovery, and workload management are therefore not personal side topics, but directly linked to organizational performance and strategy execution.

Together, these five trends lead to one conclusion:

In 2026, leaders are no longer differentiated by experience, but by their ability to learn, prioritize, and renew themselves under pressure—together with others.

For boards, this means that leadership selection, evaluation criteria, and support structures must be rebuilt around this reality.

For leaders, it means that personal development is no longer something separate from the job. It is the core of the job itself. Year 2026 will prove, that the safest-looking leadership is often the riskiest one.

Jari Tourunen |Partner| jari.tourunen@chief.fi | +358 40 056 0836