Leadership is not the same as it was a decade ago.
The expectations placed on executives have expanded [1] and are now far less technical and far more human. As change accelerates [2], leaders aren’t just directing the implementation of new tools and strategies. They’re guiding people through uncertainty.
In our recent webinar, Recalibrating Leadership in the Age of AI-Human Collaboration [3], global panelists explored a central question:
What skills or mindsets are becoming the most critical for leaders in the age of AI?
The answers were consistent: AI drives efficiency, while human capability drives real leadership.
Human Skills are the New Leadership Essentials
According to a Gallup survey [4], the top four words people used to describe their most positive leaders were: hope, trust, compassion and stability. These inherently human strengths align with several of the skillsets our panelists viewed as essential:
1. Emotional Intelligence
The demand for emotional skills will only intensify by 2030. [5] The reason being that change is no longer episodic – it’s constant. As new technologies shift ways of working, executives and managers must do more than attend to tasks or build plans. They must impact the emotional climate around them.
Those who can sense, process and steady the reactions and responses of a team are better equipped to make clear decisions and set the tone others will follow. Cody Pfeiffer, Talent Development, Olsson, emphasized this point, saying, “Effective leaders are going to be able to leverage their emotional intelligence to process and adapt to change themselves, but also really to support their team members in doing the same… they can use that emotional information to guide their thinking and their behavior.”
Building on this idea, Annie Browning, Co-owner, Emergenetics International, outlined three foundational capabilities that amplify EQ:
- Attunement: sensing the emotional state of individuals and groups
- Entrainment: regulating others through one’s own nervous system
- Coherence: staying grounded and resilient amid stress
Together, these capacities make strengthening emotional intelligence [6] less elusive and uniquely human in ways AI cannot easily replicate. By sharpening their self- and social awareness [7], people leaders can cultivate an empathetic and understanding mindset, leading to more thoughtful decision-making and more effective work relationships.
2. Existential Intelligence
One of the more elevated capabilities discussed in the webinar was the practice of meaning-making, or existential intelligence, which the American Psychological Association [8] defines as “a kind of intelligence involved in understanding larger fundamental questions of existence.”
In environments defined by ambiguity, executives and managers must help others make sense of what’s happening and why it matters. Annie Browning described it this way: “When we have a solid sense of existential intelligence, being able to make sense of the world, derive meaning, chart purpose, set a trajectory, those skills in particular are what help us cut a course through the churn that we’re in right now.”
Rather than offering quick answers or projecting false certainty, leaders grounded in this ability provide direction and purpose. When teams can understand the connection between their daily work and the bigger picture, uncertainty feels less threatening, helping teams move forward with confidence, even when the full path isn’t visible.
In an age where AI can process information at lightning speed, the ability to create meaning may be what differentiates good leaders from truly transformative ones.
3. The 3 C’s
If emotional and existential intelligence shape how people think, the next step is translating those insights into action. Raymond Thomas, Managing Partner, Enible, believes successful leaders intentionally serve as what he calls the “3 C’s”:
- Companion
- Consultant
- Coach
Each role reflects a different way they show up for their people.
Companions create meaningful connections with staff. Raymond explains, “There needs to be trust. There needs to be psychological safety [9] between two individuals so that they can continue to work together toward being coherent to what the organization wants to accomplish.” If employees do not feel safe, seen and supported, even the best of plans may not materialize.
According to Raymond, stepping into the seat of a consultant is about “having engagement with [coworkers]…conversation with them and asking them, ‘how are you going to achieve this?’” It’s not about telling direct reports what to do; it’s about guiding and advising them on the journey.
Lastly, the final C for “coach” focuses on growth and momentum. In this role, leaders challenge, encourage and stretch their teams, helping individuals build skills, learn from setbacks and continuously improve. Coaching keeps progress moving and ensures development doesn’t stall.
Embracing these three mindsets builds a balanced presence that supports and empowers their employees.
The New Era of Leadership
This conversation reinforced that the future of leadership will be defined by how well executives and managers can guide humans through change. The advantage now lies in the capacity to navigate uncertainty and engage staff using a human-centered approach.
The organizations that thrive in the future of work will invest in developing distinctly human capabilities at every level.
In the end, the question isn’t how leaders keep pace with technology.
It’s how they can cultivate the skills AI will struggle to replace.
Discover how Emergenetics [10] helps organizations prepare for the AI era. Contact our team using the form below!
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