Today, companies are less faced with the question of whether leadership is relevant, but rather how it must be strategically designed in order to act as a lever for transformation, retention, productivity and employer attractiveness. Value-oriented and long-term leadership no longer only has an internal effect, but also has a significant influence on the competitiveness of companies and their perception on the job market. At the same time, the demands of employees are increasing: They increasingly expect value-oriented and meaningful leadership, a high level of flexibility, transparent communication and development prospects – expectations that have a lasting impact on leadership practice.
Reality often falls short of these demands. Current studies indicate a clear need for action. According to a study by the Niederrhein University of Applied Sciences, only 43 percent of employees perceive their leadership to be in line with expectations. Deficits are particularly evident in social skills such as caring and individual support. These findings are supported by the Gallup Engagement Index 2025: 78 percent of employees surveyed reported a low level of emotional attachment to their company and another 13 percent reported no emotional attachment to their company. Leadership deficits therefore have not only individual but also organizational relevance.
